Well-led Leadership Programme

1. Well-led Leadership Programme Day One: Know Yourself – Looking Inwards

2. Welcome Working Together

3. Programme aims This programme will support you to: Develop a clear understanding of what ‘well-led’ looks like Identify clear goals and commitment to improve leadership effectiveness Develop your team leadership effectiveness Progress a clear understanding of how leadership strategies and techniques can be used to transform services and improve quality Build confidence and skills necessary to lead services in an increasingly complex and challenging context Learn from the experience of others

4. Day 1: Know yourself – looking inwards Day 4:Leading in and beyond the boundaries of your service - looking outwards Day 3:Leading high performing teams – looking sideways Day 2:Leading a successful service – looking around

5. Know yourself – looking inwards At the end of today you will: Understand what leadership is and how it differs from management Understand the behaviours and qualities necessary to produce effective leadership in adult social care settings Understand resilience in the context of social care and be able to identify techniques and strategies to boost resilience Have a deeper understanding of your personality and leadership qualities, your strengths and areas for development.

6. Networked learning model

7. Who? What? Where? How many adult social care CQC regulated establishments (care providing locations) are there in England? A: 15,000 B: 25,000 C: 75,200 D: 107,080 Source: NMDS-SCBriefing 26 Registered Managers in Adult Social Care February 2016

8. Who? What? Where? A: 20% B: 40% C: 15% D: 55% Source: NMDS-SC Briefing 26 Registered Managers in Adult Social Care February 2016 In terms of working in the sector as a whole. What percentage of registered managers have over 20 years experience?

9. Who? What? Where? The UK workforce vacancy rate as a whole is 2.7%. What is the ASC vacancy rate in England? A: 8% B: 12% C: 30% D: 3.7% Source: The State of Adult Social Care 2018

10. Who? What? Where? What is the average vacancy rate in ASC organisations rated by CQC as outstanding? A: 5.5% B: 2% C: 1% D: 4.2% Source: NMDS-SC Trend briefing 2 Recruitment and Retention

11. Who? What? Where? Analysis of CQC data shows that approximately how many registered managers leave their role each year? A: 24.1% B: 12.3% C: 42% D: 9% Source: NMDS-SC Briefing 26 Registered Managers in Adult Social Care February 2016

12. Well-led is about leadership

13. 93% CQC, 2016-2017

14. Leadership and management: what’s the difference? Match Five activity Identify the five statements which you think best describe management activity and the five statements which best describe leadership activity.

15. Management is… setting aims, objectives and performance indicators planning how progress will be made or a goal achieved controlling the process i.e. measuring achievement against a plan and taking corrective action where needed setting and improving organisational standards Management in its broadest sense is about the systems and processes required to deliver current services efficiently and effectively:

16. Leadership is…

17. In a nutshell... “Management enables the organisation to function, leadership helps it to work well.” It ain’t what you do, it’s the way that you do it…

18. The transformation equationin social care Leadership x Culture = Quality Care Characteristics Culture Performance

19. Understanding yourself, understanding your organisation Culture Continuum activity Read through the activity sheet and score where you think your organisation is currently operating on the continuum for all categories. Consider why you have made each decision.

20. What does this mean for you and your organisation? Management culture Leadership culture

21. Principles of leadership for positive transformation Leader as servant and partner Leadership is a social process and is distributed Leadership is about connecting people and ideas - through a shared vision - co-ownership and co-design, and - empowering partners in implementation

22. Leading for positive transformation Exploring models of leadership • Appreciative leadership • Distributed leadership • Engaging leadership

23. Appreciative leadership Appreciative leadership turns the traditional deficit model of organisational design and improvement on its head by taking a positive starting point for problem-solving and service transformation.

24. Appreciating leadership • Discover…the best of what is • Dream…about what might be • Design…what should be • Deliver…what will be The appreciative leadership model

25. Appreciating leadership • Characteristics • Culture • Performance Best Boss activity

26. Distributed leadership “Distributed leadership is primarily concerned with mobilising leadership at all levels in the organisation and not just relying on those at the top… …it’s about engaging the many in leadership activity within the organisation rather than the few, and actively distributing leadership practice.” Leadership from every seat

27. Distributing leadership Describes what good leadership looks like based on values and behaviours. Defines what good leadership looks like when it is distributed at all levels to include: • Front line staff • Front-line leaders • Operational leaders • Strategic leaders The inclusive leadership model

28. Distributing leadership Leadership Network activity Who is currently included in your leadership network? Who might you include in your network in the future?

29. Leading 360 degrees

30. Transforming leadership Follow up resource for Day 3 Alimo-Metcalfe B., Bradley M. (2008). ‘Cast in a new light’. People Management, 24 Jan: 38–41. The engaging leadership model

31. Lunchtime pit-stop reflection So what is new for you?

32. Well-led in reality: Registered Managers Film link needs to be embedded

33. Well-led in reality: Recommendations, examples, quotes "I want to make a difference to the lives of people and want to be ahead of the game making sure we use the best and newest practice." Registered manager “I want staff to walk in the shoes of the people who use the service. It's about giving staff the creativity and tools to help people." Registered manager

34. It is important not just to know ourselves, but also to understand how others perceive us, which all impacts on how we work and communicate effectively

37. Pit-stop reflection Do you know your team colours? Could you support the team to communicate better if you did?

38. Co-design workshop findings Time-management Communication Visibility Resilience and self-care Business skills

39. Key skills for leaders in social care

40. Activity In your groups please draw a Registered Manager on your flip-chart paper and give them a name. Please draw from your own experience, discuss and note what works well for Registered Managers in the areas of: Time-management Being visible in your service Communication Resilience and self-care Creating a leader

41. Resilience Not just about bouncing back but instead…. Remaining vulnerable enough to feel for and with others Becoming strong enough to live with uncertainty and ambiguity Learning to grow, not crumble, through adversity What is it?

42. How resilient do you consider yourself?

43. 5 ways to wellbeing Connect Be active Take notice Keep learning Give New Economics Foundation (2008) 5 Ways to Wellbeing: The Evidence

44. Leadership Qualities Framework Self-assessment (Pre-course activity) Read through your completed self-assessment questionnaire and consider the following questions. What leadership behaviours do you excel in? What needs more attention? Would you change any of your answers based on your engagement today? If so, what new insights do you now have about yourself as a leader?

45. Inter-sessional activities Required Commitment to action – traffic light activity for Day 2. Engaging leadership article – reading for Day 3. Optional Colours exercise – with team, ask for direct report feedback. LQF self-assessment questionnaire – with team and other leaders in your service.