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Shared leadership – adapting to the future needs of the NHS

Shared leadership – adapting to the future needs of the NHS. Chances 4 Change 25 November 2010 Amanda Grindall - Innovation Directorate. Content. Setting out the challenges of leadership New thinking on leadership SEC leadership development plans National leadership development plans.

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Shared leadership – adapting to the future needs of the NHS

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  1. Shared leadership – adapting to the future needs of the NHS Chances 4 Change 25 November 2010 Amanda Grindall - Innovation Directorate

  2. Content • Setting out the challenges of leadership • New thinking on leadership • SEC leadership development plans • National leadership development plans

  3. Challenge ahead… “Strategies and processes alone are not sufficient to drive the degree of change we are seeking… the NHS should focus on tackling the behaviours and cultures in the system that stand in the way of moving quality forward.” David Nicholson Chief Executive, NHS

  4. Quality, Innovation, Improvement and Prevention The size of the financial challenge in NHS South East Coast from 2011/12 to 2014/15 is estimated at around £1.5bn. Challenge of c£1.5bn The size of the financial challenge in NHS South East Coast from 2011/12 to 2014/15 is estimated at around £1.5bn. NHS SEC 4

  5. The context QIPP and Reform Focusing on changes at the frontline Redesigning services within the organisation Transforming the system

  6. Challenges for leaders Focus on changes at the frontline Redesign services within the organisation Transform the system

  7. Questions • Just how do leaders harness the good will of front line staff to make the changes? • and • How do leaders make both short term changes that will create momentum and build energy for change AND deliver the bigger changes in the longer term?

  8. EngagingLeadership: the new ‘new paradigm’ Old: Leader as‘saviour’ New:Leader asservant and partner New:Leadership is a social process New: Leadership is about connectedness through a shared vision, co-ownership, co-design and empowering partners in implementation Source: Prof. Beverly Alimo-Metcalfe

  9. Future needs of leadership… • Fostering a culture in which failure is tolerated (because we will need to take more risks) • Leadership roles are temporary (will need to pass from one to another and Leader to follower) • Exceptional relationship skills, to be able to form effective teams, managing diverse teams collaboratively; build more effective genuine partnerships • Recognise that leadership is a distributed process (build Social capital) • Comfortable with replacing rules and regulations with common purpose, values and principles Source: Prof. Beverly Alimo-Metcalfe

  10. How do leaders create an environment for change? The ‘clinical system’ mindset for improvement The ‘mobilisation’ mindset for improvement Energy focus Imagination, engagement, participation, moving, mobilising, calling to action Effectiveness and efficiency focus Metrics and measurement; clinical systems improvement, reducing variation, pathway redesign, evidence based practice NHS Institute for Innovation and Improvement 2010

  11. Polarities to manage for leading change Focus on the “anatomy” of change The structures, levers, systems and process to drive change Focus on the “physiology” of change The “life forces” that create energy, engagement, confidence, mobilisation for change Commitment Co-ordination and control mechanisms based on shared goals, values and sense of purpose. Compliance Hierarchies, systems and standardised procedures for coordination and control

  12. Inspirational leader Instrumental leader • Envisioning • Energising • Enabling • Structuring • Overseeing • Rewarding Leadership styles and improvement:How’s your balance? Adapted from: Nadler DA, Tushman MC. Leadership for organizational change. In Mohrman A. et. al. Large-Scale Organizational Change. Jossey-Bass, 1989

  13. Leadership styles in managing change:How’s your balance? • Key finding in the literature on… • “Complementarity of leadership approaches” • Translation: You need both the skills of inspirational and instrumental leadership • Difficult to achieve in an individual (although not impossible) • Value of a team of mutually supportive leaders with complementary styles Adapted from: Nadler DA, Tushman MC. Leadership for organizational change. In Mohrman A. et. al. Large-Scale Organizational Change. Jossey-Bass, 1989

  14. Leadership as a team sport • The ‘leader’ can be a team • The juggling act can be an ensemble performance • Work with your natural strengths and preference • But… stretch and challenge yourself… learn something!

  15. Any questions?

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