1. Everyday Excellence: Leadership support for Registered Managers Presentation to Greensleeves Managers’ Forum 18 th June 2013 Debbie Sorkin and Terri Myers The National Skills Academy for Social Care

2. Everyday Excellence: Leadership support for Registered Managers  Introduction: the role of the Skills Academy  What we think leadership means in social care  Why we think leadership matters, especially now  Supporting Registered Managers in their leadership role  How you can strengthen leadership across your service: practical (and non-costly) things you can do: o Use The Leadership Qualities Framework o Recruit and select for social care values o See leadership for everyone o Use coaching and reflective approaches o Measure something o Collaborate: come together in a new social care landscape o Celebrate and influence: stand up for social care 

3. The role of the Skills Academy: leading on leadership in social care Backed by DH and BIS Covering adult social care but also working with health and children’s services Specific remit to improve leadership and commissioning, and to support Registered Managers Employer-led: reaching providers, trainers, local authorities and other commissioners Membership body leadership programmes for all levels endorsement for high quality trainers Leadership Starts with Me Leadership Qualities Framework Leadership Development Forum

4. Some of our Members Cheshire Homecare Services Ltd

5. Leadership: what we think leadership means in social care Not just about authority at the top of organisations It’s a practical understanding – and awareness – about how you do what you do, and the impact on others So it’s about behaviours, and taking responsibility for them And it’s everyone’s business – people working at all levels in social care “People do not experience our values, they experience our behaviours.” Bill Mumford, CEO, MacIntyre

6. Why we think leadership matters, especially now: it enables you to deliver quality care in difficult times Unprecedented mix of circumstances: demand, supply, structural change, cultural stasis – leading to: o Revenue challenges and funding pressures for employers – and for some, issues of managing growth/consolidation o Need to do more – and more complex - with less o Working with wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning o Need for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models o Need to re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne and Mid-Staffs

7. Supporting Registered Managers in their leadership role: Background context: Everyday Excellence:

8. Support programme for Registered Managers New programme launched March 2013 Aims to reduce isolation, better-equip Registered Managers for their role, strengthen leadership confidence Expert online and phone advice on HR, legal and professional issues Online information and resources Membership group/community of practice within the Skills Academy Funding for local networks, workshops and action learning sets ‘Bottom-up’ approach – working with local groups, employers and care associations

9. How you can strengthen leadership in your service: Use the Leadership Qualities Framework Guide to what good leadership looks like Describes what good leadership looks like in different settings and situations Defines good leadership for people at different levels: Front-line Staff Front-line Leaders Operational Leaders Strategic Leaders Basis in values and behaviours that follow on from them Grounded in everyday practice and written in plain English, so accessible to everyone Applicable in integrated services

10. The Leadership Qualities Framework: how it works Based on structure of NHS Leadership Framework Groups behaviours into seven areas, called Dimensions Five Dimensions relate to areas in which all social care professionals need to demonstrate leadership Two apply specifically to senior staff Each Dimension has four elements The LQF takes each element and gives a short description of what quality leadership looks like at different levels

11. The Leadership Qualities Framework: how it can help you in strengthening different aspects of your service Use the descriptions that show what good leadership looks like at different levels of your organisation – e.g. for safeguarding or personalisation Use these in recruitment, induction, supervision, performance management and appraisal Use online self-assessments for benchmarking: 360° feedback tool: 1:1 organisational assessment – to measure, track and strengthen leadership capacity The LQF is mapped to CQC Essential Standards: so use it as part of the inspection process

12. Example: using the LQF to strengthen Safeguarding: Dimension: Improving services Ensuring safety of service users Front-line Worker Challenges appropriately and is prepared to raise concerns about quality, safety and performance Front-line Leader Shows that they are prepared to raise concerns about quality, safety and performance and instils a ‘safe to challenge’ culture within the team Operational Leader Demonstrates that they are prepared to raise concerns about quality safety and performance and instils a ‘safe to challenge’ culture within the organisation Strategic Leader Creates a culture where people are prepared to challenge about quality, safety and performance

13. Example: using the LQF to support Personalisation: Dimension: Working with others Building and maintaining relationships Front-line Worker Invests time and actively builds and maintains effective and respectful relationships, adopting their approach according to the individual, situation and context Front-line Leader Models and promotes effective and respectful relationships. Shows that relationships are critical in supporting people to live the life they want Operational Leader Intervenes personally to establish good relationships to support people to live the life they want. Translates policy and guidance into understandable information according to users’, families’ and carers’ needs Strategic Leader Establishes and promotes and effective and respectful relationship-based culture. Ensures that practice, culture and performance are based on quality relationships to enable people to live the life they want

14. How you can strengthen leadership in your service: actively recruit and select for leadership behaviours and social care values Examples: MacIntyre, Anchor – plus new values-based toolkit for employers being launched in July The MacIntyre Profile: Great Interactions Starting point: “what makes a great care worker?” Led to personality profile for people who consistently deliver high quality, personalised care, and framework for recruitment Now shapes overall workforce policy: all employees responsible for standard of their own practice: line managers responsible for team practice

15. How you can strengthen leadership in your service: see leadership as for everyone, see it as a craft, and develop it “...there are certain aspects that must be there in any leader: intelligence and emotional intelligence are two aspects, but you can teach skills, you can give people opportunity to develop leadership confidence. “ “So while you do need some basic core principles and values and intelligence, you can teach leadership.” Commodore Jake Moores, Head of Royal Naval College, Dartmouth: Skills Academy Seminar Series for Senior Leaders.

16. How you can strengthen leadership in your service: focus on behaviours and use coaching/reflective approaches Example: Front-Line Leaders Programme “I am now constantly assessing my own practice and have the means to better myself, which in turn creates a happier, smoother workplace, which most importantly improves the quality of service we offer.” Leadership development for front-line or first-time leaders Workplace-based: uses coaching and self- reflection, building self-awareness around impact on others and using outcomes as basis for action

17. How you can strengthen leadership in your service: measure something Use any of the seven Dimensions and the behaviours described in them You don’t need to be an academic or have a research grant Ask your Staff, Service Users and Carers/Relatives What is interesting to you? If you measure something interesting, you’ll find something interesting Just start – be a ‘positive deviant’

18. How you can strengthen leadership in your service: come together in a new social care landscape Practice leadership - networks and forums of support, e.g. for Registered Managers Collaborative leadership - links with commissioners – health, social care, individual Community leadership - links with and for community groups and micro-employers: focus on assets and social capital

19. How you can strengthen leadership in your service: recognise and celebrate: stand up for social care

20. How you can strengthen leadership in your service: Celebrate and influence: stand up for social care Social care as key driver of local economies Social care as growth sector Social care as local employer Social care as community hub/link Social care as source of innovation Social care as source of good news stories for local media/MPs/ Councils/Health and Wellbeing Boards Social care staff as people to be celebrated

21. www.nsasocialcare.co.uk debbie.sorkin@nsasocialcare.co.uk terri.myers@nsasocialcare.co.uk