0. CPFT Leadership Programme: Leadership in the New Reality
WLT Feedback
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1. We agree our transformation challenge is big
Disagree/strongly disagree
Neutral
Agree/strongly agree
%, (n=57) 1
We are facing a clear case for transformational change in performance and health 4 92 2
It will be difficult for us to achieve the step change in performance and health we need 9 68 3
We need coherence and consistency between the WLT to be successful
SOURCE: Wider Leadership Team Meeting Consensor Voting, 19 September, 2011

2. Overall, we are not well set up to deliver on this challenge
Disagree/strongly disagree
Neutral
Agree/strongly agree
%, (n=57)
Strategic objectives
Health essentials
Do we have a compelling, widely understood, and jointly owned vision of change and set of performance targets for our organisation? 20
Do we have a robust baseline and shared aspirations for the health of our organisation? 38
Capability platform
Discovery process
Do we have a solid assessment of our organisation’s capability to deliver our change vision? 39
Do we have insight into the root-cause mindsets that inhibit or enhance our organisation’s health? 38
Portfolio of initiatives
Influence model
Do we have a concrete, balanced set of performance improvement initiatives defined to deliver our change vision? 21
Do we have a clear plan for how to reshape our work environment to influence healthy mindsets? 53
Delivery model
Change engine
Do we have a well-defined scale-up model for each of the initiatives in our portfolio? 62
Do we have a reliable method to ensure that energy for change is continually infused and unleashed during the change process? 62
Continuous improvement
infrastructure
Centred leadership
Do we have the structure, processes, systems, and people to drive continuous improvement in performance and health? 36
Do we have a group of committed leaders who can lead transformation and sustain high performance from a core of self-mastery? 14
SOURCE: Wider Leadership Team Meeting Consensor Voting, 19 September, 2011

3. We believe organisational health is important4
We believe organisational health is important
… in three clusters
Direction
Internal alignment 1
The organisation has a compelling vision and well articulated strategy, which is supported by its culture and values
Account-
ability
Coordination and control 4 5
Quality of execution
External orientation 8
Leadership 2
Innovation and learning 9
The organisation demonstrates executional excellence against its strategy and in delivering its services
Capabilities
Motivation 6 7
Capacity for renewal
Culture and climate 3
The organisation effectively understands, interacts, responds and adapts to its situation and external environment

4. The WLT believe we have a relative weakness in execution
Percentage agreement scores with ailing, able and elite statements
Elite (‘4’ or ‘5’)
Able (‘3’)
Ailing (‘1’ or ‘2’)
Direction 16
Alignment
Leadership 17
Culture & climate 18
Accountability 21
Coordination & control 9
Execution
Capabilities 14
Motivation 25
Innovation & learning 33
Renewal
External orientation 45
SOURCE: WLT voting – n=57

5. NHS organisations are often weak on elements around alignment – such as direction and values
NHS Hospital
(n=256)
Healthcare and Social Assistance Sector (n=6,946) 25 50 75
100
Direction
Database Average for all sectors
(n=297,163)
Alignment
Leadership
Major deviations from comparison groups
Common gap for public services organisations; potential area of competitive differentiation
Envt & Values
Accountability
Common area of strength for NHS organisations
Coord & Control
Execution
Capabilities
Motivation
Innovation
Renewal
External Orient
Not Effective
Common
Superior
Distinctive
SOURCE: NHS Hospital Organizational Health Index Survey (n=256)