1. Inclusive leadership Inclusive LeadershipNHSL4E Opportunities & challenges Raj Gill Regional Lead Breaking Through Programme NHS Institute of Innovation & Improvement

2. Inclusive Leadership Adaptability Diverse talent pipeline Innovation Engagement Enabling Consistency Inclusive leaders/organisations (understanding the needs of your staff and the communities you serve)

3. Quality Innovation & productivity Improved Patient Care Diverse skills & Increased talent pool Increased motivation & staff commitment Cost effective business model Improved talent management NHS leading by example Benefits of Inclusive leadership

4. The NHS The NHS employs 1.3 million staff Just under half are clinically qualified, 90,000 hospital doctors, 35,000 general practitioners (GPs), 400,000 nurses and 16,000 ambulance staff. Only Walmart, the Chinese army and Indian railway employ more people The NHS deals with 1milion people every 36 hours, that’s 8 people every second! 10,000 GP practices Over 350 NHS organisations

5. BME staff in the NHS 10% of the total population of UK from BME backgrounds17.5% of staff in the NHS are from a BME background, nearly 200,0005 CEOs from BME backgroundsApproximately 60 BME staff at executive director level45% Drs from BME backgrounds Most BME staff are situated in the lower pay bands, cleaners porters, healthcare assistants and admin staff. In London over 45% of the NHS workforce is from a BME backgrounds

6. Timely to influence Demonstrating Impact Building into architecture EDS as influence System alignment Key stakeholder support OPPORTUNITIES Perceptions of the agenda Priority of agenda could slip Complexity of agenda System changes Resources Metrics – ROI/data CHALLENGES

7. Shifting Mindsets –Board development Changing Leadership expectations – NHS LF Connecting existing leaders with different leaders – Coaching Resources to support change Strengthening accountability - EDS Generating demand for improvement Stimulating the talent pipeline Breaking through programmes Networks Coaching Fellowships Bursaries Graduate schemes Talent Planning Approach 2009/10

8. Build into the Architecture Strengthen Accountability Implement the EDS Develop Senior Leadership Capability Retain existing diversity through transition Build NHS capability to develop different leaders Build the talent pipeline Strategy 2011- 13

9. Inclusion - 10 steps to best practice 1 Board level commitment 2 Diverse senior management team 3 Mentoring schemes for staff at all levels 4 Opportunities for stretch assignments 5 Values based diversity training (not just E&D legislation) 6 Mechanism for talent spotting and career tracking 7 Identifying potential blocks to career advancement and opportunities in the system 8 A culture of supporting and developing staff at all levels 9 network for staff, fully supported by the organisation 10 Up to date metrics and data