1. a Modern Matron’s Guide
Leading &
Developing
a Motivated
Workforce
a Modern Matron’s Guide

2. opportunitynowhere

3. As a Modern Matron, what will I do differently
as a result of today’s conference?

5. Permanent White Water (Vaill, 1996)

6. The Constants Change Choice Principles
(Covey, 2006)

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

9. “If you want to see change… …be the change you want to see”

10. Choice

14. “Leaders in the NHS need imagination, vision & charisma, allied with outstanding communication skills & the ability to fire their staff with enthusiasm”

15. Prepare nurses to lead in a changed health care system
Priority:
Prepare nurses to lead in a changed health care system

16. The way we treat potential and the steps we take to ensure people with the capability and desire to become leaders succeed, matters more than ever.

17. Who are the leaders?
Lots of ordinary nurses 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)

19. How do I Lead & Develop a Motivated Workforce?

20. Inspire a shared VISION
Challenge
Encourage
Inspire
Model
Enable
(Kouzes and Posner, 2008)

21. 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

22. is almost a contradiction in terms!
A VISION-less
leader
is almost a contradiction in terms!
(John Adair, 2002)

23. As a Modern Matron, what is my VISION for NURSING CARE?

24. The main thing is to keep the main thing –
Caring
the MAIN THING

25. Make the
CARE OF PEOPLE
your first concern, treating them as individuals and respecting their dignity

26. A patient is the most important person in our hospital
A patient is the most important person in our hospital They are not an interruption to our work. They are the purpose of it They are not an outsider in our hospital. They are part of it We are not doing them a favour by serving them. They are doing us a favour by giving us the opportunity to do so.

27. As nurses, we have to be caring. We also need to be clever,
articulate and determined.
Strong and visible nursing leadership
is part of effective nursing care.
Nurses need to be in leadership positions at every level, from the bedside to the boardroom.

28. Visions without actions are merely hallucinations!

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

30. Welsh Regional Burns Unit

31. Leaders on Leadership – an intimate view of life at the top of Europe plc Development Dimensions International (DDI), Research Report, January 2006
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.

32. - a great enabler, mentor and clinical leader
Sister Thomas
- a great enabler, mentor and clinical leader

33. Who is your Sister Thomas?

34. Final Thoughts

35. The Constants Change Choice Principles
(Covey, 2006)

36. If we always do what we’ve always done…
…we’ll always get what we’ve always got!

37. going to do differently
…what am I
going to do differently
after today?

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

39. We do not lead by being corporate, professional or institutional
…and finally
We do not lead by being corporate, professional or institutional

40. We lead by being human

41. Thank You

42. a Modern Matron’s Guide
Leading &
Developing
a Motivated
Workforce
a Modern Matron’s Guide