2. Clinical Leadership Ian Govier

3. Health Scare Headlines!

5. The same 5 common themes emerge from each inquiry. Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. Walshe & Higgins (2002) Disempowerment of staff and patients IsolationIsolation Poor communication Inadequate leadership / management Failure of systems and processes

6. Effective clinical leadership improves patient care

7. John Harvey-Jones (2002) “Leaders in the NHS need imagination, vision & charisma, allied with outstanding communication skills & the ability to fire their staff with enthusiasm”

8. “Lots of ordinary health care staff are leaders – it is in the very nature of the job. Good care involves winning your patient’s confidence, convincing them to keep to their treatment regimes and inspiring them to battle their way back to health” (Crouch, 2002) Who are the leaders?

9. Clinical Leadership The Challenges! Clinical Leadership The Challenges!

12. Permanent White Water (Vaill, 1996)

14. Exemplary Leaders (Kouzes and Posner, 2002) Challenge Inspire ModelEnable Encourage

15. Exemplary Clinical Leaders Challenge

17. “The one indisputable fact that characterises organisational life, is that CHANGE is inevitable.” (Beverley Alimo-Metcalfe, 2005)

18. Two choices regarding CHANGE: GET ORGANIZED or ‘go with the flow’ (Yoder-Wise, 1999)

20. Challenges to Developing Practice “The greatest difficulty in the world is not for people to accept new ideas, but to make them forget their old ideas!” John Maynard Keynes

23. "Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honour and recognition in case of success.”

24. The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers. M.Scott Peck

25. Beware of Change Saboteurs!!

26. Exemplary Clinical Leaders Inspire a shared VISION

27. The most important task of leadership is to define and nurture a shared VISION that energises and brings out the best in people James A. Vaughan

28. is almost a contradiction in terms! is almost a contradiction in terms! A VISION -less leader (lacking in vision or inspiration) (John Adair, 2002)

29. Let’s look at some VISIONS !

30. To make people happy To enable people & businesses throughout the world to realize their full potential To experience the emotion of competition, winning & crushing competitors To be the world’s favourite airline & the undisputed leader in world travel for the millennium

31. By 2015, through the efforts of the Assembly Government, the NHS, local authorities, their partners, the community and individuals, Wales will have minimised avoidable death, pain, delays, helplessness and waste.

32. We need World Class Leaders to deliver World Class Healthcare

33. Delivering this challenging strategy will require the full engagement of clinicians and other professionals… …leading and shaping services, ensuring that high standards of care will be the key driver for change.

34. The vision must be followed by the venture It is not enough to stare up the steps

35. Visions without actions are merely hallucinations!

36. What is my VISION for my clinical / work area?

37. Welsh Regional Burns Unit

38. So many of our dreams at first seem impossible, then they seem improbable, but when we summon the will, they soon become inevitable.

39. Exemplary Clinical Leaders Enable

40. To become a leader one must believe in one’s own ability to achieve results for one’s self, but the real job of the leader is not doing it but ENABLING others to do it. Saskin & Rosenbach 1993

41. Where once leaders were aloof decision-makers, today they are dedicated collaborators & networkers whose role is to ENABLE & give power to their team rather than wield power to their own ends. Leaders on Leadership – an intimate view of life at the top of Europe plc Development Dimensions International (DDI), Research Report, January 2006

42. Exemplary Clinical Leaders Model

43. Everyone thinks of changing the world, but no one thinks of changing themselves. Leo Tolstoy Leo Tolstoy

44. “If you want to see change, be the change you want to see”

45. The biggest disease today is not leprosy or tuberculosis but rather the feeling of being unwanted, uncared for and deserted by everybody Compassion and Care

46. Exemplary Clinical Leaders Encourage

47. ...is about the principles & practices that support the basic human need to be appreciated for what we do & who we are. (Kouzes & Posner, 1997) Encouraging

48. How can we promote ‘excellence in practice’ unless we first acknowledge, and then PRAISE ?

49. Really believe in your heart of hearts that your fundamental purpose, the reason for being, is to enlarge the lives of others.

50. Your life will be enlarged also, and all of the other things we have been taught to concentrate on, will take care of themselves.

51. Exemplary Clinical Leaders Challenge Inspire ModelEnable Encourage

52. Final Thoughts Final Thoughts

53. opportunitynowhere

54. …what am I going to do differently after today? Clinical Leadership…

55. …I’ll probably do nothing about it! If I do nothing about it in 24 hours…

56. and finally…

57. We do not lead by being corporate, professional or institutional.

58. Clinical Leadership

59. Thank You Diolch Ian Govier

60. Clinical Leadership