1. Personal effectiveness: Dancing on the Shifting Carpet
Delivering the Future
Cohort 11 Development Centre
Hazel Mackenzie

2. Outline The context of change – the shifting carpet
What does this mean for how we think about leadership? – new steps, new dances
What does this mean for you? – learning to dance

3. 1.The shifting carpet

4. Our 2020 Vision
Our vision is that by 2020 everyone is able to live longer and healthier lives at home, or in a homely setting.
We will have a healthcare system where we have integrated health and social care, a focus on prevention, anticipation and supported self management. When hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm. Whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions. There will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re-admission.
Source:

5. Aims
To deliver the highest quality healthcare services to the people of Scotland
For NHSScotland to be recognised as world-leading in the quality of healthcare it provides
The foundation of NHS Scotland’s approach is the Healthcare Quality Strategy which was published in As well as setting out the aim to delver the highest quality healthcare services to the people of Scotland it also confirms our very ambitious aim to be recognised as world-leading in the quality of healthcare we provide.

6. Quality Ambitions Person -centred Effective Safe
Mutually beneficial partnerships between patients, their families, and those delivering healthcare services which respect individual needs and values, and which demonstrate compassion, continuity, clear communication, and shared decision making.
Person -centred
The most appropriate treatments, interventions, support, and services will be provided at the right time to everyone who will benefit, and wasteful or harmful variation will be eradicated.
Effective
There will be no avoidable injury or harm to patients from healthcare they receive, and an appropriate clean and safe environment will be provided for the delivery of healthcare services at all times.
Safe

7. Route Map to the 20:20 Vision

8. 12 Priority Areas for Action

9. A challenging context…
Complexity
Pace of change
High levels of public expectation
Changing demographics
Achieving public value
Collaborative working across traditional boundaries
Co-production and interconnectedness
Diversity and equality
Global recession
VUCA

10. So, what might it feel like?
Exhilarating
Stimulating
Busy
Full of opportunity
Anxiety-provoking
Frustrating & disappointing
Distressing
Lack of focus
Loss of meaning and alignment
Loss of trust ………

11. Staff Well-being
Organisational performance overall is linked to higher levels of staff health and well-being... 
Staff ill-health is ..a serious barrier to the provision of consistently high quality patient care
over 80% of the 11,000 NHS staff who took part said that their state of health affects the quality of the patient care they deliver
Source: Boorman, S (2009) NHS Health and Well-being, Department of Health, London .

12. Sometimes we don’t notice that the carpet has shifted …until we fall over!
Source: Google.co.uk (images)

13. 2. New steps, new dances, new world…

14. We are moving … From “Old World” … Lower complexity, slower change
Learning has a long shelf- life
The ‘senior ones’ know most
Somewhere ‘someone’ knows
‘More of the same’ is the rule
…To “New World”
High complexity, fast change
Learning has a short shelf-life
Knowledge is scattered
No individual can pretend to ‘know’
Innovation is the ‘rule’
Source: Obeng, E and Gillet, C (2008) The Complete Leader. London Business Press, Buckingham, p3

15. Meaning shifting roles…
From “I manage”…
My team reports to me
I have a hierarchical role
I understand what is happening
I have fixed objectives
I manage by fixing things myself
I manage from knowledge and experience
To “I lead…”
We are part of a virtual network
Influencing is the way forward
I cope with ambiguity
I manage projects
I lead teams to fix things
I lead without knowledge and experience
Source: Obeng, E and Gillet, C (2008) The Complete Leader. London Business Press, Buckingham, p3

16. Leadership: New vs. ‘traditional’ models
From leadership as position, to leadership as practice
From individual to collective (post heroic)
Leadership as a social process- a dynamic collective activity
Emerges in and through relationships and networks of influence
Interactions are collaborative; influence is 2-way
Power with rather than power over
Leadership as learning: outcome
These social interactions result in learning and growth for the individuals involved, and for their organisation
Source: Fletcher, J (2004) The paradox of post-heroic leadership: an essay on gender, power and transformational change. Leadership Quarterly. 15(5),

17. Leadership defined “Leadership is a performing art – a
collection of practices
and behaviours rather
than a position.”
Source: Kouzes,J and Posner, B (2005) The Leadership Challenge. John Wiley, San Francisco. P 10.

18. Engaging leadership Concern for the needs of staff
Empowering staff by trusting them to take decisions
Listening to others’ ideas and being willing to accommodate them
Finding time to discuss issues despite being very busy
Supporting others by coaching and mentoring
Inspiring all staff to fully contribute to the work of the team
Actively promoting the achievements of the team to the outside world
Source: Alimo-Metcalfe,B and Alban-Metcalfe,J (2008) Engaging Leadership: Creating organisations that maximise the potential of their people. CIPD, London.

19. Distributed leadership
Keeps the person at the centre
Includes positional leaders AND leadership as a social process
Role of the positional leader is to encourage others to exercise leadership
Leadership as practices and organisational interventions, not just leader attributes
Relationship-based conversations as core business process
Developing skills to engage, collaborate, across systems and sectors (boundary spanners)

20. “Leadership must be exercised across shifts, 24/7, and reach every individual; good practice can be destroyed by one person who fails to see themselves as able to exercise leadership, as required to promote organisational change or who leaves something undone or unsaid because someone else is supposed to be in charge.
The NHS needs people to think of themselves as leaders not because they are personally exceptional, senior or inspirational to others, but because they can see what needs doing and can work with others to do it.”
Source: Turnbull James, K (2011) Leadership in Context. The King’s Fund, London. p.18

21. Adaptive leadership?
Where we are facing ‘adaptive’ challenges, i.e. systemic problems with no ready answers”, the solutions exist not in the single leader but rather…
“in the collective intelligence of employees at all levels, who need to use one another as resources, often across boundaries, and learn their way to those solutions”.
Source: Heifetz, R.A. & Laurie, D.L (1997 ) The Work of Leadership. Harvard Business Review, Jan- Feb p 125.

22. Being a leader Think systemically and act long term
Bring meaning to life
Grow people through performance
Self aware and authentic
Understand that talk is work
Give time and space to others
Put ‘we’ before ‘me’
Take deeper breaths and hold them longer
Source: Tamkin,P; Pearson , G; Hirsh, W. and Constable, S (2010) Exceeding Expectation: the principles of outstanding leadership. Work Foundation, London.

23. Pause to reflect
To what extent does this reflect your personal experience?
How far have you, your team, your organisation made this shift towards a new world?

24. 3. Leaning to dance - What does this mean for you?

25. And it is all about relationships…..
Relationship with self
Relationship with others
Relationship with organisation and beyond

26. A. Relationship with self
Knowing yourself
Growing yourself
Being yourself

27. Know yourself
“And it is still the most difficult task any of us faces. But until you truly know yourself, strengths and weaknesses you cannot succeed in any but the most superficial sense of the word.”
Source: Bennis (2009) The Essential Bennis.Jossey-Bass, San Francisco.
P 205.

28. Grow yourself
Mental agility
Life balance
Sharpen the saw

29. Be yourself (authenticity)
Understanding your purpose
Practising solid values aligned with you beliefs
Leading with heart
Exercising self discipline

30. Pause to reflect How are you building your self awareness?
What are your strengths, your areas for development?
How is the current context challenging you in your leadership role?
How are you building your resilience?

31. B. Relationships with others
“The real key to your influence with me is your example, your actual conduct.
Your example flows naturally out of your character, or the kind of person you truly are – not what others say you are or what you may want me to think you are.
It is evident in how I actually experience you.”
Source: Stephen Covey (2004) The 7 Habits of Highly Effective People
Powerful Lessons in Personal Change, Free Press, New York, p 238.

32. Power with not power over
Building trust and seeking win win solutions
Abundance mentality
Dialogue that seeks to understand
Engagement - people matter!!

33. their peak performance you must induce them to follow you because
“If you want the people
you lead to perform at
their peak performance
you must induce them
to follow you because
they want to rather than
because they have to.”
Source: Deering, Dilts & Russell (2002)
Alpha Leadership. Tools for Business Leaders
who want more from life. Wiley, London. P 46

34. Megatrends - trust
The latest CIPD data show that 37% of employees say that they trust their organisation's senior management and 31% say they do not
Just 29% of employees think that trust in senior management is strong in their workplace
Low trust linked to reduced productivity, innovation and higher organisational risk
More of a problem in public sector
Trust can be rebuilt but it takes time- needs to be recognised as an issue
Leadership, culture and behaviour make a big difference to trust
Source: CIPD Megatrends (2013). Are organisations losing the trust of their workers? CIPD.co.uk/megatrends

35. Pause to reflect How are you building trust in your teams?
How clear are you on what only you can do? (where you personally add value to your team?)
To what extent has your approach to leading your team shifted?

36. C. Relationships with the organisation and beyond
“Be the change you want to see in the world.”
“As human beings, our greatness lies not so much in being able to remake the world – that is the myth of the atomic age – as in being able to remake ourselves.”
Source:

37. Valuing diversity
Aligning agendas
Changing the conversations
80:20 principle
Resilience all levels

38. Pause to reflect
How are you building your collective leadership capability and capacity?
What are the opportunities and what are the threats?
What is really challenging you?
What has shifted in your shared leadership to reflect the context that you are operating?
How are you using the diversity within your organisation as a positive force for change?
How are your conversations changing?

39. Challenges summarised
Old world can be comfortable and we get stay stuck in the old world
Doing new thing involves the risk of failure and takes courage, time and energy
Need high levels of tolerance of ambiguity, complexity and ‘not knowing’
Build personal and organisational resilience
Need to be modelling what we are expecting of others in the way that we work
How we are thinking about the work
How we are behaving
Where we focus effort
Take deeper breaths and hold them longer
Stay focussed on the purpose…….

40. How the programme can help
Psychometrics
360 feedback
Observed exercises
Noticing process and patterns
Reflection
Giving and receiving feedback
Considering alternative views
Sustained approach to development

41. ..the most important skill needed is to take another step forward.”
“Any of us who might feel disheartened by the size of our challenges can take heart from the fact that…we don’t have the solutions because there are no solutions (yet).
The answers will not be found in a report….but along the messy path of innovation.
..the most important skill needed is to take another step forward.”
Source Petrie, N (2011) Future Trends in Leadership Development. A White Paper. Centre for Creative Leadership. P. 28.

42. It’s about you ….
“Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. We are the change that we seek.”
Barack Obama.
Source:

43. Dancing on the shifting carpet
“Instead of seeing the rug
being pulled from under
us, we can learn to dance
on a shifting carpet.”
Source: Crum, T ( 1998) The Magic of Conflict. Turning a life of work into a work of art. Touchstone, New York. p. 126.