1. Welcome to Delivering the Future Cohort 11 Hazel Mackenzie Head of the National Leadership Unit (NLU)
General briefing
The background information to this event is in your file. In summary, this programme is run by IHM supported by Pfizer UK Ltd. The event will be held at the Campanile Hotel in Glasgow
The programme is aimed at middle managers from diverse (NHS) backgrounds and structured around 3 master classes. This is the first one
Each master class will include a CEO or policy person and a leading thinker / academic
Martin Hill will provide an introduction and then you will have an hour with the group.
I am unsure of exact numbers but the documentation indicated 2 or 3 from each Board
Having discussed it with Madeleine and Martin, I have designed the presentation to be a mix of policy context, shifting leadership paradigms and an opportunity for you to include your own personal examples of what is changing in your world and what is required now as a CEO. My sense is that you will do that last bit very well and it would be really valued. I also wanted to give a good lead in to Keith Grint without presenting what he will be saying.
As this is the first module of the programme I have also included some slides to rally the participants and engage them

2. Outline Background to the programme Development centre Ways of working
This sets out what you are going to cover. Perhaps just add that you will draw from your own personal experiences to illustrate and that you will encourage them to input
You might also want to say something about why your are focussing so much on leadership in terms of adapting to change….many writers see the terms leadership and change as synonymous.
You may also want to say something right at the start on thinking about leadership as all of us and not ‘them’ . You have a slide o this later but it is sometimes useful right at the start

3. Why are you here?

4. Wanting to get it right
Wanting to be understood
Wanting to be liked

5. Role of the National Leadership Unit (NLU)
The National Leadership Unit (NLU) in NES works collaboratively with a wide range of stakeholders to support Health Boards and wider public services to build leadership and management capability and capacity for the delivery of public services transformation – including the 2020 Vision
1. Design, develop and deliver leadership and management programmes
. Enable and support collaborative cross-service working
. Work with partners to support policy development and implementation
. Provide national resources to support partners
. Act as a conduit to share best practice between individuals, organisations, sectors and countries
. Offer support to individuals, teams and systems

6. Approaches to development
Shift away from individual leaders and towards leadership development and creating the right climate
Thinking about how we sustain development and utilise more fully the capacity that we build
Focussing on development linked to live context e.g. action learning support for CHCP’s, delivery of QI projects, organisational exchanges
Working with intact teams to support their effectiveness
Focussing development on working collaboratively testing new approaches i.e. dialogue, Art of Participatory Leadership, brief interventions
Building new relationships with new partners…looking at what we can do together
Interpreting leadership and management development more broadly to include frameworks rather than courses, connecting people through on-line communities, mentoring, action learning
Focussing on interventions which support ways of ‘being’ and not just knowing and doing
Building resilience and the ability of leaders to cope with ambiguity and build trust with partners

7. The journey so far…..

8. The question
How can we identify senior strategic leaders from across the system and prepare them for future roles at Board, regional and national level?

9. Outcomes of the programme
To provide a cadre of senior strategic leaders across NHS Scotland who:
are able to operate at NHS Board / national level to drive improvement in health and healthcare delivery
understand the national context for health and the supporting strategies and processes

10. provide effective leadership across professional and organisational boundaries
think creatively and work collaboratively to overcome obstacles to the change process
exhibit leadership behaviours that are consistent with the leadership qualities and create an enabling culture for managing complex change

11. External evaluation paints a very positive picture of a
highly effective programme
87% of participants significantly increased the range of responsibilities /moved on to promoted roles within a year of completion
Increased confidence and ambition
Improved self awareness and leadership clarity
Growth in political awareness and strategic engagement
A great advertisement for national programmes
Source: Prof Peter Spurgeon & Hugh Flannigan (2006), Warwick University
Prof Dominic Upton et al (2013) Worcester University

12. Programme interventions
Development centre Quality improvement project Mentoring / shadowing CEO sponsorship Master classes Dinner speakers and guests Cohort plenaries Action learning Coaching Consolidation event

13. Principles for effective leadership development
Starts with realities of people’s lived experiences
Creates an environment for learning and development
Keeps ‘the point', patient care and health, at the centre
Critically reviews beliefs, associated actions and leadership choices
Supports and encourages behaviour which is congruent with
espoused values
Develops relationships in service to the purpose
Makes the most of difference
Releases energy and resourcefulness

14. The development centre focus
Preparation work
Introducing yourself and the programme
Strategic awareness
Strategic healthcare leadership
Understanding ourselves and others

15. Approaches Presentation, workshops and discussion World café
Discussions with alumni
Creative exercises
Group discussions
Paired exercises
Reflective space
Observed exercise and 1:1 feedback
Networking
Online community and resources
Integration with the day job

16. Ways of working- expectations and obligations
Commitment – presence
Confidentiality
Using the expertise in the room
Actively valuing and utilising diversity
Reflecting and noticing
Being curious
Co-creating the programme
Experimenting, taking risks and pushing yourself
Sharing your learning
Planning now for how to sustain your development
Generosity- we get what we give
Have fun!

17. Role of the programme team
Build trust
Create a safe environment for learning to happen
Support and challenge
Draw attention to process
Offer tools and techniques for
seeing things differently
Walk with you

18. Where are you on your leadership journey?
What are your towering strengths and gifts?
How are you going to develop these during the programme?