1. Hot buffet and networking 8pm
Add agenda
Programme
7.30pm
Hot buffet and networking
8pm
Introduction of topic and session plan – Prof. Nick Harding
8.10pm
Local Spotlight on Leadership – Dr Barbara King,
Clinical Accountable Officer, Birmingham CrossCity CCG
9pm
Dr Sam Finnikin interviews
Prof. David Haslam, Chair of NICE
9.55pm
Conclusions and learning – Prof. Nick Harding

2. Influencing for results
Welcome
Prof. Nick Harding OBE
Course Facilitator

3. Take part in our Twitter Wall
Practicalities
Toilets
Fire drills
Take part in our Twitter Wall
#clinicalleaders

4. Course structure
Local clinical leader
National leadership interview
Discussion about leadership topic
Reflection forms
Putting it in action – 360 degree feedback

5. Innovative Fun Holding to account Fascinating
You told us the last session was….

6. What you will do differently…
Take 360 appraisals more seriously
Challenge what I think is wrong
Identify strengths within the team
Work on developing the capabilities of myself and staff
Start making time to implement change
If it takes five minutes – do it now
What you will do differently…

7. Influencing for results
Dr Barbara King GP
Clinical Accountable Officer
Birmingham CrossCity CCG

8. Back to school

9. How to be effective The Art of Storytelling
Storytelling is a unique human skill shared between people, and is one of our oldest art forms. It brings words and the world to life, stimulates the imagination, and builds a sense of community between tellers and listeners.

10. Why a story?
An audience
A beginning
A middle
An end

11. Audience (stakeholders)
Building relationships
Building trust
Building confidence
Know who they are

12. Stakeholder mapping

13. Short test to take you back
“There was a boy called Eustace Clarence Scrubb, and he almost deserved it.”
“In my younger and more vulnerable years my father gave me some advice that I’ve been turning over in my mind ever since. ‘Whenever you feel like criticizing any one,’ he told me, ‘just remember that all the people in this world haven’t had the advantages that you’ve had.’”

14. Answers – but no prizes The Voyage of the Dawn Treader by C.S. Lewis
The Great Gatsby by F. Scott Fitzgerald

15. Beginning The why Creating the rationale
Deal in evidence, not anecdote (although sometimes that can be useful
Listen and understand the perspectives of others

16. Points of agreement Need to find them
Often centre around better patient care
Quality is more of a driver for change than money
Focus discussions
Build the case collaboratively with others
Be prepared to move
Spend time on this

17. The middle
The what
Describing what the change will look like in detail
Need to look at it from all angles and understand the impact
What specifically will change? What will be better?

18. The middle continued The how
How does this happen? Who needs to be involved?

19. The End
The when
Clear timescales for delivery agreed, and then delivered on
A review and a satisfactory conclusion

21. “The knife came down, missing him by inches, and he took off.”
“But wherever they go, and whatever happens to them on the way, in that enchanted place on the top of the Forest, a little boy and his Bear will always be playing.”
“It is a far, far better thing that I do, than I have ever done; it is a far, far better rest that I go to than I have ever known.”

22. Joseph Heller, Catch-22 (1961)
A. A. Milne, The House at Pooh Corner (1928)
Charles Dickens, A Tale of Two Cities (1859)

23. The ending of a story or novel forms the reader’s final impression of what they have read.
An effective ending seals the reader’s satisfaction with your piece. It leaves them thinking and maybe talking about it long after they have finished reading.

24. But in case it sounds easy!!!
Changing historical approaches isn’t
Building relationships takes time
Putting aside organisational bias is hard – even for GPs

25. Reflection questions
How can you adapt your communication to the needs and concerns of different groups? What are the challenges of this?
How can you use your indirect influence and partnerships across organisations to build wide support for ideas?
How do you create shared agendas with key stakeholders?
Turn to the person next to you and give some examples of teams that you are currently part of.

26. An interview with…
Prof. David Haslam
Chair
NICE

27. Thursday 21st July