NHS Leadership Academy Staff Exchange Steve Hart Managing Director 29 May 2019

Q&A Slido #D797

Outline National update Q&A BLFI – Sharing the learning: from knowledge to action

Academy national update People directorate ‘Mini-conference’ for people directorate on Monday 3 May. Organisational change The task and finish group led by Christina Quinn have submitted a draft structure for the 7 regional academies, the Inclusion team, and talent management teams. These structures will be further refined and submitted as part of the People Directorate process. There is a set of FQ here: FAQs for Phase three consultation Business planning All budget holders were given their confirmed control totals earlier this month. Final refinement of work plans should be completed in the coming weeks. Delivery will change as the Interim People Plan implementation begins. NHS People Plan [See next] Its been a great month in the Academy because… Questions and discussion Team briefing/Staff Exchange

Our NHS people: priorities, actions and next steps NHS Providers NED Network Tuesday 14 May Stephen Hart Managing Director NHS Leadership Academy

The NHS Long Term Plan A vision for our healthcare system that delivers better outcomes for patients and is: More personalised and patient centred More focused on preventing ill-health More likely to be delivered in community settings including people’s homes More enabled by technology Delivered by multi-professional teams from different organisations collaborating and co-ordinating care

We will need more people working in health and care over the next 10 years People are living longer Healthy lifespans are not increasing in line with total lifespans We are living longer with increasing numbers of comorbidities Meanwhile, science and technology is making it possible to treat previously untreatable conditions Demand for health and care will grow Staff numbers in almost all roles will need to grow

The Plan detail – we will cover: Making the NHS the best place to work Improving our leadership culture Addressing urgent shortages in nursing Building a 21st century workforce A new operating model

Making the NHS the best place to work Compassionate culture Everyone has a voice Great development

Improving our leadership culture

Addressing urgent shortages in nursing

Building a 21st century workforce Patients Staff Taxpayers

A new operating model Organisation System Regional National

Next steps

This is not a crash diet, it’s a new way of life for all of us People planning is not a one off exercise… …. and needs to be integrated into financial and operational planning at every level … Changing culture takes sustained effort… ...the centre has a huge role to set the cultural weather

Its been a brilliant month in the Academy because… Edward Jenner for vets nominated for a European excellence in practice award Visit from the National Leadership Centre and engagement from the Defence Academy of the United Kingdom to learn from excellent practice in NHS leadership development East Midlands colleagues at the HSJ awards – shortlisted for innovation and programme design. East midland also nominated for an award for ‘Inspiring place to work’. Initiated research into Aspiring Directors’ offer so we can understand the impact of the range of offers available for those who aspire to be executive directors in the NHS Publication of our Primary Care offer, sustained support to the new Primary care networks Visit to European OD and presentations/sessions from colleagues in London Academy and from DoOD. Ready now feedback from cohort 6.3 about the huge impact of that programme. Graduates looking for ongoing support from the Academy Presentation title

Questions and discussion ?

Tracie Jolliff Catherine Loftus Morvia Gooden BLFI – Sharing the Learning: From knowledge to action Tracie Jolliff Catherine Loftus Morvia Gooden

In this session we will… Consider the work of inclusion through the lens of sexism Explore the transformative nature of the work of inclusion and its unique characteristics Give an update on the BLFI workstream

Everyday sexism The work of inclusion through the lens of sexism

Differences between Transformational and Transactional leadership styles Purpose Morality Timescale Transforming Transactional A shared higher, more stretching purpose is central to transformational leadership No shared purpose binds follower and leader, other than perhaps maintaining the status quo Burns said there is always a moral aspect to transforming leadership There is no explicit moral side to transactional leadership – the leader’s aims may be moral or immoral Transforming leadership centres on longer-term more difficult (often more inspiring) aims Transactional leadership usually focuses on leaders’ and followers’ shorter-term needs (Bass, 1985) transactional leadership works within the current culture, transformational leadership changes the current culture

What? So What? Now What?

Building Leadership For Inclusion (BLFI) Our three strategic aims Raise the level of ambition on inclusion Quicken the pace of change towards inclusion Ensure that leadership is equipped to achieve and leave an ever increasing and sustainable legacy of inclusion

So What? – The Work So Far: Key Activities Commissioned an Academic Partner - Literature Review and BLFI Collaborative Inquiry Rep[ort Established four senior influencer groups Recruited and worked in six pilot sites across the NHS landscape of England to test inclusive leadership development interventions Procured and developed a cadre of expert facilitators in Inclusive Leadership Development and Inclusive Leadership Practice Developed three Inclusive Leadership Development Offers for the system Established a National Inclusion Leads Network Facilitated three national BLFI Learning Events OD, ED and I and Intersectionality + regional roadshows Embedding Learning from the BLFI workstream into current practice Created a ten year BLFI Inclusion Strategy

University of the West of England (UWE): Collaborative Inquiry Context and Understanding Literature review - Data Analytics Inclusion Survey BLFI Core Team Process Reflection Thought Triggers Reflexive Practice Pilot sites Stakeholders SIGs Leadership Development and OD Facilitators Event observation and document analysis

My story is one of struggle My story is one of struggle. Struggle against a white wall of ignorance, privilege, dominance, fear and racialised projections. This white wall can choose never to look at my struggle if they don’t want to. The white wall can be pretty certain that no one will ever hold them to account for their poor treatment of people like me. The white wall is the many, and we are the few. The white wall is the judge, the juror, the arbiter, the appeals court. The white wall will always find itself to be innocent, unintentional and will even feel pseudo-pain when its many injustices are called out, but it will not break and it will not change. The white wall will tell us that we are the unjust because we name their many injustices. We know that at any time the white wall chooses, it can fall on us and crush us. No one from the white wall will come to our rescue, even if it is clear that there is a body beneath the wall that is still breathing. The white wall buried its conscience so long ago, that it is now incapable of empathy or compassion for us. Yet it speaks constantly about its commitment to inclusion. The white wall is impenetrable, and until some of those within that white wall decide to become fully human, the tyranny of the white wall will persist. [BAME Female, Diverse Ability]

So What? – Learning So Far: UWE Inclusion as a complex issue Rethinking leadership Rethinking leadership and OD Taking a Pluralistic Approach Learning from lived experience Collaborative inquiry Mobilising systems change ‘Members of groups that are marginalized and oppressed in particular contexts can have significant and substantial insight into the way the world works.’ (Buzzanell, 2015:771)

So What? – Learning So Far: Pilot Sites Diagnosing the issue/s Evidence gathering Establishing relationships Creating spaces for productive conversations Refining the focus and boundaries of the BLFI work Co-design/adapting to the needs of the pilot site Building connections Tools and techniques Recognition and guidance Signposting Independent facilitation

Building Leadership For Inclusion Senior Influencer Groups Women ‘EMBRACE’ - Black, Asian, Minority Ethnic (BAME) ‘DiverseAbility’ – (Disabled) Lesbian, Gay, Bisexual, Transgender/Transsexual+ (LGBT+)

So What? - The Learning So Far: Senior Influencer Groups What we see and experience Denial of racism Collusion with the status quo Attribution bias No reasonable adjustments in workplace Power vested in inaction, passively unengaged leaders NHS organisations that are not fully inclusive and in which everyone is not able to contribute or reach their full potential NHS organisations that do not reflect and provide the best for the communities they serve A gender pay gap The social construct of gender that holding women back Predatory behaviour

So What? – The Learning So Far: Senior Influencer Groups What we want to see Tip the scales of inequality – to a balanced set of scales Address within NHS workplaces and systems that the economic position of women has not improved Effectively engage the system in culture change – eg: ‘wraparound reasonable adjustments’ that are required to support staff Promote the use of a workplace ‘passport’ for reasonable adjustments Influence the different quality assurance mechanisms for commissioning, developing and delivering Leadership Development (LD) initiatives. Develop a resource for systems/organisations/individuals to draw upon to support LGBT+ inclusive practice Ensure connections with and contributions to relevant national policies and guidance

Now What? - Impact on Future Practice Sharing our 10-Year Inclusion Strategy Providing Thought Leadership Contributing towards the establishment and development of Regional Talent Boards and the Talent Management strategy Increasing the number of participants on Positive Action programmes Working more closely with the WRES and WDES teams Building inclusive leadership capability and practice Building system capability and capacity Embedding the learning from BLFI into all Academy interventions Evaluating the impact of BLFI in Pilot Sites Incorporating the learning from BLFI into the: Long Term Plan People Plan Refreshed Developing People - Improving Care (DP-IC) framework

BLFI distinctiveness/contribution 5. LEADERSHIP PRACTICE 4. LEADERSHIP DEVELOPMENT 3. FACILITATION 2. WAYS OF LEARNING 1. LIVED EXPERIENCE 6. CHANGE ENABLERS Engaging marginalised voices, working with ‘power under’ Intersectional Working with emotions and lived experience, building trust and resilience Modelling and stimulating deep learning Building Allyship and motivation for change Development of strategy for wider embedding Asset-based - Boundary-spanning - Social justice focused - Co-productive Pluralistic - Systemic – an adaptive response to complex issues

White Fragility - Robin D’Angelo Why “I’m not racist” is only half the story

THANK YOU