1. Leadership and Management Framework
Leaders in Health Namibia

2. What are the characteristics of a good leader
What are the characteristics of a good leader? What are the characteristics of a good manager?
FACILITATE brief discussion.
ASK participants:
What do you think of when you hear the word ‘leader’?
What are the characteristics of a good leader?
What are the characteristics of a good manager?
ALLOW time for participants to respond.
WRITE responses on a flipchart.
Note to Facilitator: if participants are generating responses that all relate to famous or charismatic people, the facilitator may have to re-focus the group. Explain that we are focusing on leading and managing activities that anyone, at any level, can engage in, with an emphasis on formal leadership.
(Adapted from Management Sciences for Health, “Managers Who Lead.”)

3. How are leading and managing the same and different?
Management is doing things right.
Leadership is doing the right things.
- Peter Drucker
FACILITATE brief discussion.
ASK participants: “How is leadership different than management?”
ALLOW a few moments for participants to respond.
ASK participants: “How are they similar?”
CLICK for quote to appear.
READ quote out loud.
EXPLAIN that Peter Drucker was a writer and management consultant who is often referred to as the “Father of Modern Management.”

4. Leading: Enabling others to face challenges and achieve results in complex conditions. - Management Sciences for Health, 2005
EXPLAIN that this framework is from Management Sciences for Health.
ASK a volunteer to read the definition of “leading” out loud.
ALLOW participants to reflect on this definition for a moment.
ASK participants:
What do you think about this definition of leading?
Does anything stand out to you in this definition?
ALLOW a few responses before continuing.
Source: Management Sciences for Health, “Managers Who Lead” Chapter 1, page 6.

5. Managing: Planning and using resources efficiently to produce intended results. - Management Sciences for Health, 2005
ASK a volunteer to read the definition of managing out loud.
ALLOW participants to reflect on this definition for a moment.
ASK participants:
What do you think about this definition of managing?
Does anything stand out to you in this definition?
ALLOW a few responses before continuing.
Source: Management Sciences for Health, “Managers Who Lead” Chapter 1, page 6.

6. Reflecting on Leadership & Management
Leadership and management are two distinctive and complementary systems.
Each has its own function and characteristic activities.
Both are necessary for success in an increasingly complex and volatile environment.
- John Kotter, “What Leaders Really Do.”
ASK a volunteer to read the quote from John Kotter displayed on the slide.
MENTION that John Kotter is a Harvard Business School professor and a well-respected expert on leadership.

7. Activity: Actions of Leaders & Managers
Individual Activity:
Think of someone you know personally who leads and manages well.
What do they do?
Be as specific as you can.
Group Activity:
Compare and discuss your lists.
Make a list of key leadership and management practices.
Place each practice in a category on the wall.
ASK participants to think of a person they know personally who leads and manages well.
ASK participants to think about what this person actually does. Explain that they should try to identify specific practices.
DISTRIBUTE index cards/large sticky notes to all participants.
INSTRUCT participants to write down as many practices as they can think of on one card, trying to be as specific as possible.
ALLOW a few minutes for participants to reflect on leadership and management practices individually.
DIVIDE participants into small groups of 4-6 people.
DISTRIBUTE a small stack of index cards/sticky notes to each group.
INSTRUCT small groups to:
Compare and discuss the practices that they each identified.
Each group should generate a list of key practices that are characteristic of managers who lead well.
Each practice should be written on an index card or self-stick note.
ALLOW a few minutes for participants develop lists of key leadership practices in small groups.
POST 9 flipcharts around the room with the following headings:
Scanning, (2) Focusing, (3) Aligning/Mobilizing, (4) Inspiring, (5) Planning, (6) Organizing, (7) Implementing, (8) Monitoring & Evaluating, (9) Other
 EXPLAIN briefly what each term means using the information below as a guide. Provide the suggested example for each category, and ask if participants can think of examples.
ASK participants to tape their cards on the flipchart that best describes each practice they identified. The “Other” flipchart is for practices that do not appear to fit under the other 8 headings.)
ASK for volunteers to read the practices on each flipchart out loud.
DISCUSS the activity – are the practices in the right category?
NOTE that we will be discussing each of these practices in more detail as we continue.
Source: Adapted from Management Sciences for Health, Managers Who Lead Toolkit: Resources to Support Managers Who Lead. Page

8. Leading and Managing Framework
PRESENT the Leading and Managing Framework to the group, noting that the practices of leaders and managers can be grouped into 8 different categories.
REFER participants to Handout 1.1: Leading & Managing Framework.
ALLOW a few minutes for participants to review the specific examples and practices listed in their handout.
INFORM participants that the framework and the common leadership and management practices were the result of research conducted with high-performing managers, similar to the inquiry and discussion that this group has just conducted.
EXPLAIN that we will be discussing each of the leadership and management practices in detail.
ASK participants: “Do you notice any similarities or differences between the practices we identified in the last exercise, and the examples listed in the handout?”
ALLOW a few minutes for discussion.
WRAP-UP discussion, and continue.
Management Sciences for Health, 2005.

9. Scanning
Identify client and stakeholder needs and priorities. Recognize trends, opportunities, and risks that affect the organization Look for best practices. Identify staff capacities and constraints. Know yourself, your staff, and your organization – values, strengths, and weaknesses.
PRESENT the leadership practice of Scanning, using the following points:
To be aware of the challenges you face and conditions in which you operate, you need to purposefully scan the organization and external environment to understand patterns and trends.
Scanning involves keeping yourself tuned for information about new trends in the external and internal environment.
By scanning the environment, you can spot developments in and connections among:
Client needs & expectations
Local, national, and international social and political conditions
Government regulations
Staff in the field
Staff in your work group and workplace
Yourself
As a main outcome of your scanning, you can provide your team with observations on key patterns and trends so that the group can be more proactive.
ASK if there are any comments or questions before continuing.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead.
Management Sciences for Health, 2005 & 2001.

10. Focusing
Articulate the organization’s mission and strategy. Identify critical challenges. Link goals with the overall organizational strategy. Determine key priorities for action Create a common picture of desired results.
PRESENT the leadership practice of Focusing, using the following points:
Using the information gained by scanning, you can focus on an organizational response.
Focusing is especially critical when resources are limited.
Without focus you can lose direction and mis-allocate resources.
Focusing practices involve communicating challenges to your staff and helping your staff think strategically about a response.
These practices help your team focus on:
Strategic challenges they face
A vision of the future, long-term direction, purpose, objectives and strategies
Strategic priorities and goals for work
The ways in which their work contributes to the goals of the organization
A main outcome of focusing is that your team achieves long-term direction and priorities that can guide the group and its strategic partners in their efforts.
ASK if there are any comments or questions before continuing.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead.
Management Sciences for Health, 2005 & 2001.

11. Aligning/Mobilizing
Ensure congruence of values, mission, strategy, structure, systems, and daily actions. Facilitate teamwork. Unite key stakeholders around an inspiring vision. Link goals with rewards and recognition. Enlist stakeholders to commit resources.
PRESENT the leadership practice of Aligning/Moblizing, using the following points:
Even when your team has direction, the internal and external complexities can prevent them from advancing in the agreed-upon direction.
When you are aligned, or coordinated, with the rest of the organization, your staff resist going their own way and they will be more likely to work together to support the whole organization.
When your staff are mobilized, or activated, to support the organization’s strategy, your work group maintains momentum.
Aligning and mobilizing practices will help you create an environment in which others can succeed, where people will say, “we did it ourselves.”
To align your work group with the organization’s strategic direction, you need to continually coordinate:
Individual staff members’ work
Organizational structures
Organizational systems and processes
To mobilize staff and resources, you need to:
Motivate individuals and your work group to take responsibility for addressing the challenges.
Consistently recognize and reward those who help the organization advance
Mobilize needed funds and supplies through internal allies, external partners, community contacts, and donors
A main outcome of aligning and mobilizing is that your staff have the plans, motivation, and resources to support the organization’s strategy.
ASK if there are any comments or questions before continuing.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead.
Management Sciences for Health, 2005 & 2001.

12. Inspiring Match deeds to words. Demonstrate honesty in interactions.
“Walk the talk.”
Demonstrate honesty in interactions.
Show trust and confidence in staff, acknowledge the contributions of others.
Provide staff with challenges, feedback, and support.
Be a model of creativity, innovation, and learning.
PRESENT the leadership practice of Inspiring, using the following points:
Organizations whose managers inspire staff face challenges in creative ways.
Without inspiration, organizations become stagnant and lacking in spirit. Managers who lead well inspire their staff through their own behaviour, ethics, and values.
They demonstrate their values through their actions and serve as role models for others. In other words, they “Walk the talk”.
Inspiring practices involve modelling desired behaviours and supporting staff and colleagues. To inspire, you need to:
Demonstrate integrity in interactions with others
Show through your actions your own commitment to the organization’s goals
Demonstrate trust and confidence in your work group
Create an environment of open communication, free from fear.
Be aware of the impact your behavior has on others
Challenge others to take responsibility, develop their talents, and think creatively
Invest in staff’s professional development and learning, so that they become skilled at leading throughout their careers.
A main outcome of inspiring is a staff committed to the mission. They take responsibility for the work, exceed minimum requirements, and become creative, even entrepreneurial, in their approaches. They continuously learn to do their work better.
ASK if there are any comments or questions before continuing.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead.
Management Sciences for Health, 2005 & 2001.

13. Planning Set short-term organizational goals and performance
objectives
Develop multi-year and annual plans
Allocate adequate resources
Money, people, and materials
Anticipate and reduce risks
PRESENT the management practice of Planning, using the following points:
Planning includes actions that help your organization achieve results by assigning resources, accountability, and timelines.
To plan effectively, you need to:
Set short-term organizational goals and performance objectives
Develop multi-year and annual plans
Allocate adequate resources
Anticipate and reduce risks
A main outcome of planning is that an organization has defined results, assigned resources, and an operational plan.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health, 2005.

14. Organizing
Ensure a structure that provides accountability and delineates authority
Ensure that organizational systems effectively support the plan
Human resource management, finance, logistics, quality assurance, operations, information, marketing, etc.
Strengthen work processes to implement the plan
Align staff capacities with planned activities
PRESENT the management practice of Organizing, using the following points:
Good management includes organizing people, structures, systems, and processes that carry out the organization’s activities.
To organize effectively, you need to:
Ensure a structure that provides accountability and identifies levels of authority
Ensure that organizational systems (such as HR management, finance, logistics, quality assurance, operations, information, marketing, etc.) effectively support organizational plans
Strengthen work processes to implement organizational plans
Ensure that staff capacities are aligned with planned activities
A main outcome of organizing is that your organization operates efficiently with functional structures, systems, and processes. Staff are organized and aware of their job responsibilities and expectations.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health, 2005.

15. Implementing
Integrate systems and coordinate work flow Balance competing demands Routinely use data for decision making Coordinate activities with other programs and sectors Adjust plans and resources as circumstances change
PRESENT the management practice of Implementing, using the following points:
To manage effectively, you must be able to implement activities efficiently, effectively, and responsively to achieve defined results.
To implement effectively, you need to:
Integrate systems and coordinate workflow
Balance competing demands
Routinely use data for decision-making
Coordinate activities with other programs and sectors
Adjust plans and resources as circumstances change
A main outcome of implementing is that activities are carried out efficiently, effectively, and responsively.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health, 2005.

16. Monitoring & Evaluating
Monitor and reflect on progress against plans. Provide feedback. Identify needed changes. Improve work processes, procedures, and tools.
PRESENT the management practice of Monitoring & Evaluating, using the following points:
Monitoring and evaluation will help you to track organizational achievements and results.
Ideally, managers will use continuously updated information as a source of feedback, and adjust plans, structures, systems, and processes as necessary to achieve results.
To monitor and evaluate, you need to:
Monitor and reflect on progress against plans and objectives
Provide feedback to staff, partners, etc. using information
Identify needed changes
Improve and adjust work processes, procedures, and tools
A main outcome of monitoring and evaluation is that the organization continuously updates information about the status of achievements and results, and uses information to foster ongoing learning and knowledge.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health, 2005.

17. Integrated Framework: Leading and Managing for Results
PRESENT the Integrated Leading and Managing Framework.
DISCUSS the model using the following key points:
Leading and managing are not separate, straightforward processes that are completed independently. Leadership is not practiced independently of management.
Accomplished managers support their teams by moving easily between these spheres.
Leading aligns the internal organization with external conditions, and personal interests within the organizational mission.
Managing aligns the internal parts of the organization.
Both management and leadership aim at achieving good results, and responding effectively to challenges.
Sources:
Management Sciences for Health, Developing Managers who Lead. The Manager, Vol. 10, No. 3.
Management Sciences for Health, Managers Who Lead: A Handbook for Improving Health Services. Chapter 1, p. 14
Management Sciences for Health, 2005

18. Leading and Managing for Results
Leading and managing practices affect the results of our work:
PRESENT slide, using the following points:
Leading and managing practices affect the results of our work.
Effective leadership and management can lead to improved health services and better health outcomes.
REFER participants to Handout 1.2: Leading and Managing for Results
DESCRIBE the Leading and Managing for Results model:
This model shows the link between leading and managing practices and improved health outcomes.
On the left are the practices we talked about earlier. By applying these 8 practices consistently, we build strong organizational capacity, better health services, and lasting improvements in health.
This is represented by the items in the circles in the middle of this model. These are the core components of strong and well-functioning organizations:
Improved work climate
Improved management systems
Improved capacity to respond to change
Results are represented on the right-hand side of the model.
ASK if participants have any comments or questions about the Model.
ASK participants: “In your work experience, have you observed any examples that support this model?” (Alternately, provide participants with a country-specific example.)
ALLOW a few minutes for participants to share their experiences.
SUMMARIZE the model as follows:
Good leading and managing practices strengthen organizational capacity, and result in higher-quality health services and sustained improvements in health.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health, 2005