1. EP Barrie Crook (PCA) Yvette Ball (PCA/NOMS) Andrew Blight (NOMS) Incorporating reflective practice in probation leadership

2.  To give an overview of the importance of reflective leadership in organisational performance  To consider ways to secure high quality professional practice in future organisational structures  To seek views on how to incorporate a reflective approach into the PCA’s leadership training programme Workshop Objectives

3. The importance of employee engagement – some evidence “..how the workforce performs determines whether an organisation succeeds…therefore….whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager and be placed at the heart of business strategy.” Source: Macleod and Clarke (2009)‘Engaging for Success: enhancing performance through employee engagement’ Pg 3

4. The importance of employee engagement – some evidence  Lloydspharmacy linked the growth of optional services such as methadone dispensing and needle exchange to their improved staff engagement levels  “The way employers treat employees has a direct effect on how employees treat customers” (John Austin, Best Companies) Source: Macleod and Clarke (2009)‘Engaging for Success: enhancing performance through employee engagement’ Pgs 27 and 14

5. The importance of leadership on outcomes  “I’ve completely changed the way I’m tackling a critical cross-organisational project – there’s now far more engagement”  “I’m learning to trust my inner voice. I’m practicing staying with people’s difficult feelings. People leave the session with some clear thoughts about what to do.” Source: ‘Developing a Coaching Culture for Organisational Performance Improvement at Surrey County Council’ (2012) Millar and Traynor

6. The importance of leadership on outcomes  “ The results from the research show a strong association between the sophistication and extensiveness of staff management practices in NHS hospitals and lower patient mortality” Source: ‘Effective Human Resource Management & Lower Patient Mortality’ (2003) Borrill and West Pg 10  “Ward managers should work alongside staff as a role model and mentor, developing clinical competences and leadership skills with the team and ensuring the caring culture expected of professional staff is being consistently maintained and upheld” Source: ‘Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Executive Summary Pg 80

7. The Reflective Supervision Model (RSM)  The reflective supervision model promotes a culture that enables offender engagement to reduce reoffending, based on the theory that the behaviours of senior and middle managers influence practitioner relationship with offenders.  Reflective practice is defined as the process by which a supervisee is supported to identify, reflect on and analyse an experience in order to identify learning that will apply in practice

8. SEEDS Part 1 The Enabling Framework Reflective Practice Action Learning Observed Practice Pro-Social Modelling 8 The Engaging Practitioner

9. Kolb’s Cycle of Experiential Learning Testing out new ways of working Concrete experience Reflecting on practice Analysing the learning

10. Some findings from the RSM evaluation  Middle managers spent less time answering informal daily queries  Staff felt more supported and confidence in key areas of work increased (MI, PSM, RNR assessments)  Supervision helped staff engage with offenders  Supervision helped staff use professional judgement  Observations were critical to CPD and action learning sets for middle managers But………  Middle managers had not experienced their own supervision as reflective as they had been asked to deliver to their teams. Source: ‘Reflective Supervision Model: A brief evaluation (Awaiting publication) Turnbull

11. Senior manager development priorities 2013 programme  Strategic appreciation, planning and deployment  Business planning, marketing, commercial acumen  Leadership  Political awareness  Enhancing personal influence and impact  Effective communication

12. Workshop Questions  Q1 - We are in a period of design, transition and adaptation to new structures. How can senior managers support middle managers in developing a reflective leadership style to secure high quality professional practice in their teams.  Q2 - How can this approach best be incorporated into the PCA Leadership programme?