Leadership skills for national programme managers

1. Leadership skills for national programme managers Dr Nick Banatvala Senior Adviser to the Assistant Director General for Noncommunicable Diseases and Mental Health

2. Heroic leadership

3. The problem with heroic leadership… • Creates dependency • Reduce independent thinking and decision making – and is disempowering • Reduce the opportunity for organisational and individual development • Inefficient

4. Leadership is changing • ‘Heroic’ leadership has had its day • New model of ‘engaging leadership’ • Leader as servant and partner: leadership as a social process • The ‘soft stuff’ is the hard stuff… Beverly Alimo-Metcalfe, 2008

5. Actually it had its day quite a long time ago…

6. So what is leadership really about? • Engaging the human spirit • Building shared visions • Recognising everyone’s strengths, contributions, aspirations • Bringing humanity and humility in through the front door • Being open minded and curious • Being transparent and open • Believing that people are not the problem….but part of the solution! • Delivering service and health improvements through leadership passion, purpose, people, performance. Adapted from Beverley Alimo-Metcalfe, 2008

7. Or as Jim Kouzes and Barry Posner put it, leaders… • Model the way (clarify values, set the example) • Inspire a shared vision (envision the future, enlist others) • Challenge the process (search for opportunities, experiment and risk take) • Enable others to act (foster collaboration, strengthen others) • Encourage the heart (recognise contributions) In short they make others feel like heroes The 5 practices of exemplary leadership, Jim Kouzes and Barry Posner

8. “Leadership is a performing art, a collection of practices and behavioursrather than a position” Kouzes and Posner, 1997 “Leadership implies going somewhere, so a leader needs to articulate a vision; set a direction. But the equal part is to take people with you – to articulate a vision that people share.” “The best leaders understand the milieu they're operating in, and have good analytical skills” Leader of Manchester City Council

9. Leadershipis synonymous with change “Resisting change is as futile as resisting weather. Change, and relentless change, is our weather now. It is that constant and that unpredictable. Leaders live it and so do organisations.” Bennis, 2003

10. “It is not the strongest of the species that survive, nor the most intelligent but the one most responsive to change” Charles Darwin

11. The dilemma: leading change, whilst ‘holding the balance’ • Be innovative and manage risk • Think long term and deliver results now • Cut costs and improve staff morale • Reduce staff numbers and develop team work • Be flexible and respect the rules • Collaborate and compete • Decentralise andretain control • Specialise andbe opportunistic • Provide low cost anddeliver high quality

12. Current view Geared towards acute conditions Hospital centred Doctor dependent Episodic care Disjointed care Reactive care Patient as passive recipient Self care infrequent Carers undervalued Low tech Medical Health sector Evolving model Geared towards long term conditions Embedded in communities Team based Continuous care Integrated care Preventive care Patient as partner Self care encouraged Carers supported as partners High tech Public health Multisectoral And in health: new ways of delivering

13. Leadership in a changing environment means that… “Instead of seeing the rug being pulled from under us, we can learn to dance on a shifting carpet” Thomas Crum, 1987

14. “The most important trait of leadership is being self-aware, and recognizing what your own strengths and weaknesses are. You can't necessarily alter them, but you can build up a team around you that can compensate for your weaknesses and complement your strengths.” Sir Bob Kerslake, Head of the UK civil service

15. “No matter how technically skilled you are, you cannot reach your full potential, indeed you can have a negative impact on others, if you are not emotionally competent. This particularly applies to managers, much of whose job is to manage relationships” World Health Organization. Putting competencies into practice: a guide to applying WHO performance competencies

16. There are two linked theories that are helpful in understanding and living by if you are going to successfully improve your competencies. • Emotional intelligence • The Johariwindow

17. The four domains of emotional intelligence

18. Self-awareness: the Johari window* * Eachwindowrepresents information: feelings, experience, views, attitutudes, skills, intentions, motivation, etc Joseph Luft and Harry Ingham, 1955 (alsocalled the disclosure/feedback model of self-awareness)

19. 3 high-level leadership behaviours, 10 competencies and 4 values in the UK 2013 Senior Civil Society competency framework Setting Direction Seeing the big picture Changing and improving Making effective decisions Delivering Results Achieving commercial outcomes Delivering value for money Managing a quality service Delivering at pace Values Engaging people Leading and communicating Collaborating and partnering Building capability for all

20. Competencies • Skills, knowledge and behaviours that lead to successful performance • Effective behaviours • Ineffective behaviours • Competencies for different levels of managers and leaders

21. Leadership values • Honesty • Integrity • Impartiality • objectivity

22. The WHO competency model • Introduced in 2004 • 13 competencies in 3 groups • Core • Management • Leadership

23. 13 competencies in 3 groups Core • Communicating in a credible and effective way • Knowing and managing yourself • Producing results • Moving forward in a changing environment • Fostering integration and teamwork • Respecting and promoting individual and cultural differences • Setting an example Management • Creating an empowering and motivating environment • Ensuring the effective use of resources • Building and promoting partnerships across the organisation and beyond Leadership • Driving the organization to a successful future • Promoting innovation and organizational learning • Promoting the organization's position in health leadership

24. Competency assessment • Self-administered • 360 degree feedback • Gap analysis • Coaching