1. NHS Leadership Academy Staff Exchange
Steve Hart
Managing Director
29 May 2019

2. Q&A Slido #D797

3. Outline National update Q&A
BLFI – Sharing the learning: from knowledge to action

4. Academy national update
People directorate
‘Mini-conference’ for people directorate on Monday 3 May.
Organisational change
The task and finish group led by Christina Quinn have submitted a draft structure for the 7 regional academies, the Inclusion team, and talent management teams. These structures will be further refined and submitted as part of the People Directorate process.
There is a set of FQ here: FAQs for Phase three consultation
Business planning
All budget holders were given their confirmed control totals earlier this month. Final refinement of work plans should be completed in the coming weeks. Delivery will change as the Interim People Plan implementation begins.
NHS People Plan
[See next]
Its been a great month in the Academy because…
Questions and discussion
Team briefing/Staff Exchange

5. Our NHS people: priorities, actions and next steps
NHS Providers NED Network
Tuesday 14 May
Stephen Hart
Managing Director NHS Leadership Academy

6. The NHS Long Term Plan
A vision for our healthcare system that delivers better outcomes for patients and is:
More personalised and patient centred
More focused on preventing ill-health
More likely to be delivered in community settings including people’s homes
More enabled by technology
Delivered by multi-professional teams from different organisations collaborating and co-ordinating care

7. We will need more people working in health and care over the next 10 years
People are living longer
Healthy lifespans are not increasing in line with total lifespans
We are living longer with increasing numbers of comorbidities
Meanwhile, science and technology is making it possible to treat previously untreatable conditions
Demand for health and care will grow
Staff numbers in almost all roles will need to grow

8. The Plan detail – we will cover:
Making the NHS the best place to work
Improving our leadership culture
Addressing urgent shortages in nursing
Building a 21st century workforce
A new operating model

9. Making the NHS the best place to work
Compassionate culture
Everyone has a voice
Great development

10. Improving our leadership culture

11. Addressing urgent shortages in nursing

12. Building a 21st century workforce
Patients
Staff
Taxpayers

13. A new operating model
Organisation
System
Regional
National

14. Next steps

15. This is not a crash diet, it’s a new way of life for all of us
People planning is not a one off exercise…
…. and needs to be integrated into financial and operational planning at every level …
Changing culture takes sustained effort…
...the centre has a huge role to set the cultural weather

16. Its been a brilliant month in the Academy because…
Edward Jenner for vets nominated for a European excellence in practice award
Visit from the National Leadership Centre and engagement from the Defence Academy of the United Kingdom to learn from excellent practice in NHS leadership development
East Midlands colleagues at the HSJ awards – shortlisted for innovation and programme design. East midland also nominated for an award for ‘Inspiring place to work’.
Initiated research into Aspiring Directors’ offer so we can understand the impact of the range of offers available for those who aspire to be executive directors in the NHS
Publication of our Primary Care offer, sustained support to the new Primary care networks
Visit to European OD and presentations/sessions from colleagues in London Academy and from DoOD.
Ready now feedback from cohort 6.3 about the huge impact of that programme. Graduates looking for ongoing support from the Academy
Presentation title

17. Questions and discussion?

18. Tracie Jolliff Catherine Loftus Morvia Gooden
BLFI – Sharing the Learning:
From knowledge to action
Tracie Jolliff
Catherine Loftus
Morvia Gooden

19. In this session we will…
Consider the work of inclusion through the lens of sexism
Explore the transformative nature of the work of inclusion and its unique characteristics
Give an update on the BLFI workstream

20. Everyday sexism
The work of inclusion through the lens of sexism

21. Differences between Transformational and Transactional leadership styles
Purpose
Morality
Timescale
Transforming
Transactional
A shared higher, more stretching purpose is central to transformational leadership
No shared purpose binds follower and leader, other than perhaps maintaining the status quo
Burns said there is always a moral aspect to transforming leadership
There is no explicit moral side to transactional leadership – the leader’s aims may be moral or immoral
Transforming leadership centres on longer-term more difficult (often more inspiring) aims
Transactional leadership usually focuses on leaders’ and followers’ shorter-term needs
(Bass, 1985) transactional leadership works within the current culture, transformational leadership changes the current culture

22. What? So What? Now What?

23. Building Leadership For Inclusion (BLFI)
Our three strategic aims
Raise the level of ambition on inclusion
Quicken the pace of change towards inclusion
Ensure that leadership is equipped to achieve and leave an ever increasing and sustainable legacy of inclusion

24. So What? – The Work So Far: Key Activities
Commissioned an Academic Partner - Literature Review and BLFI Collaborative Inquiry Rep[ort
Established four senior influencer groups
Recruited and worked in six pilot sites across the NHS landscape of England to test inclusive leadership development interventions
Procured and developed a cadre of expert facilitators in Inclusive Leadership Development and Inclusive Leadership Practice
Developed three Inclusive Leadership Development Offers for the system
Established a National Inclusion Leads Network
Facilitated three national BLFI Learning Events OD, ED and I and Intersectionality + regional roadshows
Embedding Learning from the BLFI workstream into current practice
Created a ten year BLFI Inclusion Strategy

25. University of the West of England (UWE):
Collaborative Inquiry
Context and Understanding
Literature review - Data Analytics Inclusion Survey
BLFI Core Team
Process Reflection
Thought Triggers
Reflexive Practice
Pilot sites
Stakeholders
SIGs
Leadership Development and OD
Facilitators
Event observation and document analysis

26. My story is one of struggle
My story is one of struggle. Struggle against a white wall of ignorance, privilege, dominance, fear and racialised projections. This white wall can choose never to look at my struggle if they don’t want to. The white wall can be pretty certain that no one will ever hold them to account for their poor treatment of people like me. The white wall is the many, and we are the few. The white wall is the judge, the juror, the arbiter, the appeals court. The white wall will always find itself to be innocent, unintentional and will even feel pseudo-pain when its many injustices are called out, but it will not break and it will not change. The white wall will tell us that we are the unjust because we name their many injustices. We know that at any time the white wall chooses, it can fall on us and crush us. No one from the white wall will come to our rescue, even if it is clear that there is a body beneath the wall that is still breathing. The white wall buried its conscience so long ago, that it is now incapable of empathy or compassion for us. Yet it speaks constantly about its commitment to inclusion. The white wall is impenetrable, and until some of those within that white wall decide to become fully human, the tyranny of the white wall will persist.
[BAME Female, Diverse Ability]

27. So What? – Learning So Far: UWE
Inclusion as a complex issue
Rethinking leadership
Rethinking leadership and OD
Taking a Pluralistic Approach
Learning from lived experience
Collaborative inquiry
Mobilising systems change
‘Members of groups that are marginalized and oppressed in particular contexts can have significant and substantial insight into the way the world works.’ (Buzzanell, 2015:771)

28. So What? – Learning So Far: Pilot Sites
Diagnosing the issue/s
Evidence gathering
Establishing relationships
Creating spaces for productive conversations
Refining the focus and boundaries of the BLFI work
Co-design/adapting to the needs of the pilot site
Building connections
Tools and techniques
Recognition and guidance
Signposting
Independent facilitation

29. Building Leadership For Inclusion
Senior Influencer Groups
Women
‘EMBRACE’ - Black, Asian, Minority Ethnic (BAME)
‘DiverseAbility’ – (Disabled)
Lesbian, Gay, Bisexual, Transgender/Transsexual+ (LGBT+)

30. So What? - The Learning So Far: Senior Influencer Groups
What we see and experience
Denial of racism
Collusion with the status quo
Attribution bias
No reasonable adjustments in workplace
Power vested in inaction, passively unengaged leaders
NHS organisations that are not fully inclusive and in which everyone is not able to contribute or reach their full potential
NHS organisations that do not reflect and provide the best for the communities they serve
A gender pay gap
The social construct of gender that holding women back
Predatory behaviour

31. So What? – The Learning So Far: Senior Influencer Groups
What we want to see
Tip the scales of inequality – to a balanced set of scales
Address within NHS workplaces and systems that the economic position of women has not improved
Effectively engage the system in culture change – eg: ‘wraparound reasonable adjustments’ that are required to support staff
Promote the use of a workplace ‘passport’ for reasonable adjustments
Influence the different quality assurance mechanisms for commissioning, developing and delivering Leadership Development (LD) initiatives.
Develop a resource for systems/organisations/individuals to draw upon to support LGBT+ inclusive practice
Ensure connections with and contributions to relevant national policies and guidance

32. Now What? - Impact on Future Practice
Sharing our 10-Year Inclusion Strategy
Providing Thought Leadership
Contributing towards the establishment and development of Regional Talent Boards and the Talent Management strategy
Increasing the number of participants on Positive Action programmes
Working more closely with the WRES and WDES teams
Building inclusive leadership capability and practice
Building system capability and capacity
Embedding the learning from BLFI into all Academy interventions
Evaluating the impact of BLFI in Pilot Sites
Incorporating the learning from BLFI into the:
Long Term Plan
People Plan
Refreshed Developing People - Improving Care (DP-IC) framework

33. BLFI distinctiveness/contribution
5. LEADERSHIP PRACTICE
4. LEADERSHIP DEVELOPMENT
3. FACILITATION
2. WAYS OF LEARNING
1. LIVED EXPERIENCE
6. CHANGE ENABLERS
Engaging marginalised voices, working with ‘power under’
Intersectional
Working with emotions and lived experience, building trust and resilience
Modelling and stimulating deep learning
Building Allyship and motivation for change
Development of strategy for wider embedding
Asset-based - Boundary-spanning - Social justice focused - Co-productive Pluralistic - Systemic – an adaptive response to complex issues

34. White Fragility - Robin D’Angelo
Why “I’m not racist”
is only half the story

35. THANK YOU