Aspirant Directors of Children’s Services Programme Residential 1: Personal agency

1. Aspirant Directors of Children’s Services ProgrammeResidential 1: Personal agency 17-18th April 2018 Conference Aston Welcome!

2. Welcome & introductions Roger Bushell, Programme Facilitator

3. Residential 1 The aims of this first residential are to provide: a safe space in which to try out a number of techniques and approaches which have the potential to enhance ‘personal agency’ time for networking and reflection an opportunity to settle on your leadership challenge Personal agency - all the skills that contribute towards your ability to influence events - emotional intelligence, powers of persuasion, force of personality, presence, and intellect

4. Agenda: Day 1

5. (Re) Introductions P = p-i

6. Our proposition A leadership development programme for senior leaders who are ambitious both for themselves and for the people that they serve. The step up to a director level role in children’s services requires a willingness to embrace and handle the volatility, uncertainty, complexity, and ambiguity which now characterise senior leadership in the public sector. Our aim is to help aspirant DCSs find ways of working successfully in a uniquely difficult and unpredictable space, where they may be alone, but can’t operate in isolation, where they may have to take risks, whilst remaining concerned for the welfare of others, where to make progress they need to think systemically, but must act quickly and decisively when the opportunity arises.

7. Offers and “take-aways” • Take-aways: • Openness to learning – “anything and everything” • Learning from others – “what works” • Reflect and test thinking • Broader understanding of children’s services and systems leadership • Confidence as a leader • New networks • Offers: • Willingness to share • Knowledge and experience • Enthusiasm, motivation and passion • Values, honesty, realism

8. Public Narrative Kathryn Perera: Head of Transformation, NHS Horizons

9. Public Narrative andComplex DilemmasKathryn Perera@KathrynPerera

10. NHS Horizons Change agents and change agency • A small, diverse team of people within the English National Health Service • We tune into the latest change thinking and practice in healthcare and other industries around the world – translating this learning into practical approaches to change 

11. A mass movement of people working together to demonstrate the difference they can make • by one simple act for sustainable improvement The biggest day of collective action for improvement in the history of the NHS

12. Pursuing social change is more of an art than a science. There is no fixed model. No curricula. No rules. No guarantee. It’s about reading power. Building relationships. Framing issues. Honing messages. Mobilising supporters. Bringing pressure to bear. All of this in an increasingly complex, networked society in which assumptions that held even a year ago no longer hold. We Change the World: How Social Movements Influence Health and Wellbeing, NESTA Sue Tibballs Sheila McKechnie Foundation

13. Why Stories Matter Whatwe do Whywe do it Head Analysis Strategy Heart Narrative Motivation Action Source of image: Dr. Christina Winsey AT Mind-Body Connection

15. Jeremy Heimens, Henry Timms This is New Power

16. Marshall Ganz Stories not only teach us how to act – they inspire us to act. Stories communicate our values through the language of the heart, our emotions. And it is what we feel – our hopes, our cares, our obligations – not simply what we know that can inspire us with the courage to act. Telling Your Public Story, Marshall Ganz

17. Rabbi Hillel the Elder If I am not for myself who will be for me? If I am for myself alone, what am I? If not now when? Image source: quotery.com

19. “I do not think you can really deal with change without a person asking real questions about who they are and how they belong in the world.” David Whyte, The Heart Aroused 1994

20. p.8 of your workbook:

21. p.9 of your workbook:

22. p.10 of your workbook:

23. Self-Us-Now Self If you can put yourself in my position – I'm 29 years old, I know I've got cancer, I think it's confined to my abdomen... I'm in a side room… A junior doctor comes to see me… I'd never met this doctor before. He came into my room, he sat down in the chair next to me and looked away from me. Without any warning or asking if I wanted anyone with me he just said, “Your cancer has spread”. It’s something simple we can all do... Patients are people and we should treat everyone we look after like a member of our own family… If we get the simple things right for students now in their careers, that’s going to bode well for the future of healthcare. Us Now Kate Granger Kate Granger, 1000 Lives National Learning event 2014

24. Self-Us-Now Self My presence on this stage is pretty unlikely. My father was a foreign student… My grandfather was a cook, a domestic servant to the British [who] had larger dreams for his son… I stand here knowing that my story is part of the larger American story… and that in no other country on Earth is my story even possible… This year, in this election, we are called to reaffirm our values and our commitments… Us Now Barack Obama Speech to the 2004 Democratic Convention

25. Aspirant Directors of Children’s Services ProgrammeResidential 1: Personal agency 17-18th April 2018 Conference Aston LUNCH

26. Expectation Reality

27. Managing Complex Dilemmas Kathryn Perera: Head of Transformation, NHS Horizons

28. Complex dilemmas

29. The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function. F Scott FitzgeraldAuthor, 1896-1940

31. Problems vs. Complex dilemmas Problems Polarities Are unsolvable problems that need to be managed Often two positions that are in opposition Usually expressed as from one polarity to another A tension, not a choice with a best or right answer • Have one best or right answer that provides a solution • The solution solves the problem and it goes away, • A definite end point where you can say that the problem is solved • The solution to the problem usually contains no alternatives

32. Complex dilemmas at the heart of public service New Power Leading for tomorrow Local needs System challenger Innovate Low control Lead from the front Old Power Managing the business National standards System leader Comply High control Create the environment AND AND AND AND AND AND AND

33. Upside Upside Managing the business Leading for tomorrow and Downside Downside Source: adapted from Barry Johnson Deeper Fear from loss of balance

34. Discuss the current and idea energy flows Upside Upside Managing the business Leading for tomorrow and Downside Downside Source: adapted from Barry Johnson Deeper Fear from loss of balance

35. Discuss the current and idea energy flows Upside Upside Managing the business Leading for tomorrow and Ideal energy flow: work towards the upside of both poles and you create a virtuous circle leading to the higher purpose Downside Downside Source: adapted from Barry Johnson Deeper Fear from loss of balance

36. Aspirant Directors of Children’s Services ProgrammeResidential 1: Personal agency 17-18th April 2018 Conference Aston BREAK

37. Source of image: installation by the artist Adam Katz www.thisiscolossal.com Via @NeilPerkin “New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection)

38. Source: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

39. Commitment Image source: Amazon.com

40. School for Change Agents Kathryn Perera: Head of Transformation, NHS Horizons

41. WANT TO ROCK THE BOAT BUT NOT FALL OUT? Join the • ‘Live’ from 15th February 2018 • 5 modules, 5 weeks • Every Thursday 15.00-16.00 GMT • Live webinar • Recordings available • Completely free and open to all • Handbooks and study guides • Meet fellow change agents from • across the globe COMPLIANT ENGAGED POWERFUL! #S4Change @SCH4Change CHANGE AGENTS theedge.nhsiq.nhs.uk/school/

42. Learning Management System Module 1 – Change Starts With Me

43. Learning Management System Module 2 – Building Resistance and Dealing with Resistance to Change

44. Graphic by http://www.andrewpinder.org/ for the School for Change Agents 2018 Learning Management System

45. Graphic by http://www.andrewpinder.org/ for the School for Change Agents 2018 Learning Management System

46. Graphic by http://www.andrewpinder.org/ for the School for Change Agents 2018 Learning Management System

47. Learning Sets

48. Your Leadership challenge Something that matters to you, about which you care enough to devote a bit of additional time for review and reflection, culminating in a feed back session at the End of Programme event A current and live issue, not yet resolved, that is already taking up a significant amount of time in your working life Involve others, including partners and stakeholders from across the system and it will almost certainly require you to exert influence and not just positional power Although you are highly unlikely to solve it in the next few weeks (indeed you may be uncertain what the solution is) you feel that progress is possible and that it will have significant and positive benefits.

49. Why action learning? Everyone in public service is an explorer, trying to find new ways to improve people’s lives. Good leaders sustain and nurture this process of exploration. At the moment they are trying to do so within delivery systems that are outdated and over-controlled, and without a theory of leadership which properly understands either the problems they face, or the capabilities they are developing to respond. Sue Goss (2002)

50. Learning in sets May be viewed on three levels: • learning about the problem being tackled • learning about yourself • learning about the process of learning - i.e. learning to learn