1. Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 1 Learning Workshop 1 23 rd September 2011

2. Leadership and Management Leadership Qualities Your Leadership Journey

3. Leadership and Management - definitions Leadership is showing the way-showing what to do next. Leadership is not dependent on role or seniority. Management is the responsibility for the use of resources. Management is dependent on role and includes seniority.

4. Leadership and Management  Leaders lead people  Managers manage tasks

5. The Context Since 1974, the NHS has undergone 11 major reorganisations (1 every 3 years) The average career expectancy of a Chief Executive is currently 22 months Leadership instability is not conducive to change, because it creates a ‘trust’ deficit Local management in the NHS is often perceived by clinicians as politically rather than patient driven, a view reinforced through a centralist approach to achieving national targets

6. Being Spoilt for Choice for key roles and levels Encouraging everyone to spot Talent Encouraging more clinicians to become Leaders Being Reflective of our Communities Transparency around what is required to progress, and support to progress Enabling all healthcare organisations to access the best Leaders Being as focused on Leadership as on finances and clinical outcomes

7. Process of Transition

8. North Tees MLCF MANAGER Evaluation:

9. Change is situational: new site, new boss, new team roles, new policy. Transition is the psychological process people go through to come to terms with new situations. Change is Different from Transition Change is external, transition is internal. Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.

10. Unless Transition Occurs, Change Will Not Work NEUTRAL ZONE BEGINNING ENDING  starts with an ending  the neutral zone is the no-man’s-land between old reality and new  transitions end with a new beginning

11. Clinical Leadership Framework

12. Personal qualities - such as developing self awareness and acting with integrity. Working with others - such as building and maintaining relationships and working within teams. Managing services - such as planning and managing resources, people and performance. Improving services - such as ensuring patient safety and encouraging improvement; and Setting direction - such as making decisions and evaluating impact.

13. People/Personal Leadership 1. Inspirational leader of people across professional boundaries 2. Helps others perform their best 3. Continuously aims for self-development 4. Is an effective role-model for others

14. Quality Leadership 1. Demonstrates outstanding patient commitment 2. Demonstrates commitment to quality of care and outcomes 3. Effectively prioritises patient safety 4. Ensures a positive patient experience

15. Service Leadership 1. Understands drivers of financial performance 2. Identifies and prioritises opportunities to improve operational excellence 3. Delivers service specific strategies and objectives

16. Collaborative Leadership 1. Acts within the overall interests of the trust 2. Communicates and collaborates effectively with other leaders in the trust 3. Engages executive as appropriate 4. Effectively engages with other stakeholders (GPs, PCTs, social services, internal customers)

17. Some thoughts on leadership and management Genuine concern for others Ability to communicate and inspire Decency Humanity Humility Sensitivity Respect for others Beverley Alimo-Metcalfe summarised the seven qualities as the leader being a servant not a hero