1. 1 Introducing… Version 1.6 10 Dec 2015, 9am

2. 2 Objectives  Agree reasons why this is important  Practise ways to make speaking up easier  Our choice to be role-models of improvement  Actions for leaders

3. 3 Choosing a positive attitude It’s up to me It’s down to them Results Taking action Doing something Influencing where you can Stuck, excuses… But… They never… It’s the… Getting unstuck DO SOMETHING If there were something that you could do… what would it be?

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5. 5 At our best This is how our patients described their care in 12 months of compliments about our teams on NHS Choices. The height of each word is proportional to the number of times patients mentioned it.

6. 6 But not consistently This is how our patients described their care in 12 months of negative comments about our teams on NHS Choices. The height of each word is proportional to the number of times patients mentioned it.

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8. 8 Signing the pledge to never walk by…  In pairs – commit to each other  A3 posters to take to your teams  Collect / scan / make visible

9. 9 In summary… 70% 70% of the variation in levels of engagement between staff is driven by employees’ direct line manager High performing teams experience 5 times as much appreciation as criticism Engaged teams deliver higher quality, safer care. For every 5% increase in a hospital’s staff saying they work in a ‘real team’, there is a 3.3% reduction in mortality rates Equivalent to 40 people per year in the average hospital Rudeness between hospital staff makes patient safety incidents more likely, as it impacts cognitive function of people on the receiving end & witnessing this behaviour High performing organisations show a 3:1 ratio for positive statements over negative statements in communications. It’s 5:1 for the best performing teams, role modeled by optimistic leaders. Organisations with the best growth in productivity rates, source 80% of improvement ideas from the front line.

10. 10 We are giving all of our people…

11. 11 Freedom to speak up  What happens if we don’t speak up?  What is your advice on doing it well?  If we have to be good at giving feedback, as leaders we have to be even better at…?

12. 12 Practising feedback A time when you didn’t live up to our ‘putting you first’ standards Your behaviour The impact

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14. 14 Who wants change? Who wants to change?

15. 15 Being flexible role models I get I do They get They do It’s down to them It’s up to me We get what we give ‘We get what we give’ model is © April Strategy LLP, licensed for use at West Suffolk NHS FT

16. 16 Coaching self-awareness What I get as a result My actions and behaviours What the other person does What others get as result I get I do You get You do Start here 1 1 What did you do 4 4 What result did you get 5 5 What result did you WANT? 6 6 What could you have done differently? 2 2 What did the other person get / understand, how did they feel? 7 7 What would they have got instead? 3 3 What did they do 8 8 What might they have done differently? 9 9 What might the result have been? Choice cycle ‘We get what we give’ model is © April Strategy LLP, licensed for use at West Suffolk NHS FT

17. 17  Trusts have been asked to nominate a ‘speaking up guardian’  We nominate every one of our leaders to be our ‘speaking up guardians’  Supported by Executive and Board We are all ‘speaking up guardians’

18. 18 We are giving all of our people…

19. 19 ‘Freedom to improve’ ideas Suggest ideas on the intranet Rapid assessment / ongoing feedback via the Transformation Team If accepted – give you support to act Freedom to improve, in two ways… 1. It’s up to me… 2. Needs support Where you can ‘just do it’ as an individual or team Clear benefits to patients / colleagues Low levels of risk Empowered to act Impacts clinical practice / safety Needs resource Wider implications Remove barriers 18

20. 20 Sources of inspiration for improvement  Patient and staff surveys and FFT  Compliments and complaints  Incident reports  Your own ‘Leadership listening rounds’ Leadership Listening Rounds are © April Strategy LLP licensed for use by West Suffolk Hospitals NHS FT

21. 21 Choosing a positive attitude It’s up to me It’s down to them Results Taking action Doing something Influencing where you can Stuck, excuses… But… They never… It’s the… Getting unstuck DO SOMETHING If there were something that you could do… what would it be?

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23. 23 YES 22

24. 24 NO 22

25. 25 YES 22

26. 26 Choose your words carefully

27. 27 We are giving all of our people…

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30. 30 ABC is © April Strategy LLP, licensed for use at West Suffolk NHS FT Resources and responsibilities  Never walk by a chance to appreciate, to speak up or to improve  Discuss with your team – using the revised ‘putting you first standards’  Introduce BUILD / ABC  Encourage your team to sign the pledge…

31. 31 Thank you @timmkeogh