1. Clinical Leadership
Make it happen!
Ian Govier

2. opportunitynowhere

3. The same 5 common themes emerge from each inquiry.
Isolation
Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care.
Disempowerment of staff and patients
Inadequate leadership / management
Failure of systems and processes
The same 5 common themes emerge from each inquiry.
Walshe, K., and Higgins, J. (2002). The use and impact of inquiries in the NHS. British Medical Journal, 325,
THESE THEMES ARE ALL CULTURAL IN NATURE
Poor communication
Walshe & Higgins (2002)

4. Effective clinical leadership improves patient care

5. “Leaders in the NHS need imagination, vision & charisma, allied with outstanding communication skills & the ability to fire their staff with enthusiasm”
John Harvey-Jones (2002)

6. Who are the leaders?
“Lots of ordinary health care staff are leaders – it is in the very nature of the job.
Good care involves winning your patient’s confidence, convincing them to keep to their treatment regimes and inspiring them to battle their way back to health”
(Crouch, 2002)

7. Exemplary Leaders Challenge Encourage Inspire Model Enable
(Kouzes and Posner, 2002)

8. Exemplary Clinical Leaders
Challenge

11. Clinical Leadership The Challenges!

14. Permanent White Water (Vaill, 1996)

16. Change

17. (Beverley Alimo-Metcalfe, 2005)
“The one indisputable fact that characterises organisational life, is that CHANGE is inevitable.”
(Beverley Alimo-Metcalfe, 2005)

18. Two choices regarding CHANGE: GET ORGANIZED or ‘go with the flow’
(Yoder-Wise, 1999)

20. Challenges to Developing Practice
“The greatest difficulty in the world is not for people to accept new ideas, but to make them forget their old ideas!” John Maynard Keynes

22. The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers M.Scott Peck

23. Beware of Change Saboteurs!!

24. Exemplary Clinical Leaders
Inspire
a shared
VISION

25. The most important task of leadership is to define and nurture a shared VISION that energises and brings out the best in people James A. Vaughan

26. is almost a contradiction in terms!
A VISION-less
leader (lacking in vision or inspiration)
is almost a contradiction in terms!
(John Adair, 2002)

27. Let’s look at some VISIONS!

28. To be the world’s favourite airline & the undisputed leader in world travel for the millennium
To experience the emotion of competition, winning & crushing competitors
To enable people & businesses throughout the world to realize their full potential
To make people happy

29. By 2015, through the efforts of the Assembly Government, the NHS, local authorities, their partners, the community and individuals, Wales will have minimised avoidable death, pain, delays, helplessness and waste.

30. to deliver World Class Healthcare
We need
World Class Leaders
to deliver World Class Healthcare

31. Delivering this challenging strategy will require the full engagement of clinicians and other professionals…
…leading and shaping services, ensuring that high standards of care will be the key driver for change.

32. The vision must be followed by the venture It is not enough to stare up the steps

33. Visions without actions are merely hallucinations!

34. What is my VISION for my clinical / work area?

35. Welsh Regional Burns Unit

36. So many of our dreams at first seem impossible, then they seem improbable, but when we summon the will, they soon become inevitable.

37. Exemplary Clinical Leaders
Enable

38. To become a leader one must believe in one’s own ability to achieve results for one’s self, but the real job of the leader is not doing it but ENABLING others to do it Saskin & Rosenbach 1993

39. Where once leaders were aloof decision-makers, today they are dedicated collaborators & networkers whose role is to ENABLE & give power to their team rather than wield power to their own ends.
Leaders on Leadership – an intimate view of life at the top of Europe plc Development Dimensions International (DDI), Research Report, January 2006

40. Exemplary Clinical Leaders
Model

41. Everyone thinks of changing the world, but no one thinks of changing themselves.
Leo Tolstoy

42. “If you want to see change, be the change you want to see”

43. The biggest disease today is not leprosy or tuberculosis but rather the feeling of being unwanted, uncared for and deserted by everybody
Compassion and Care

44. Exemplary Clinical Leaders
Encourage

45. Encouraging
...is about the principles & practices that support the basic human need to be appreciated for what we do & who we are.
(Kouzes & Posner, 1997)

46. Really believe in your heart of hearts that your fundamental purpose, the reason for being, is to enlarge the lives of others.

47. Your life will be enlarged also, and all of the other things we have been taught to concentrate on, will take care of themselves.

48. Exemplary Clinical Leaders
Challenge
Encourage
Inspire
Model
Enable

49. Final Thoughts

50. When you stop being a student, you stop being a nurse!
(Wain, 2005)

51. going to do differently
Clinical Leadership…
…what am I
going to do differently
after today?

52. If I do nothing about it in 24 hours…
…I’ll probably
do nothing about it!

53. and finally…

54. We do not lead by being corporate, professional or institutional.

55. Make it happen!
Clinical Leadership

56. Website: www.ctrtraining.co.uk
Diolch
Website:
Thank You

57. Make it happen!
Clinical Leadership