Clinical Leadership Skills Developing & refining them!

Transcription

1 Clinical Leadership Skills Developing & refining them! Effective Clinical Directors Training Conference De Vere West One Wednesday 03 March 2017 Alan Nobbs, Senior Programme

2 The task of the leaders is to get his people from where they are to where they have not been. Henry Kissinger

3 You can t impose anything on anyone and expect them to be committed to it Source: Edgar Schein Professor Emeritus MIT Sloan School

4 PROCESS CONTENT TASK PROCEDURE INTERACTION EMOTION

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6 Every interaction by every leader at every level shapes the emerging culture of an organisation Michael West Professor of Organisational Psychology Lancaster University Management School

7 Stories Symbols Rituals & routines The culture/ paradigm Power structures Control systems Organisational structures Johnson and Scholes (1993)

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9 Climate..

10 Nature and effect of positive leadership Leadership that emphasises care for staff and high-quality support services Satisfied, loyal, productive and engaged employees High-quality, compassionate care Valued care services and patient satisfaction Successful healthcare organisations & a highly regarded service Adapted from the The Service Profit Chain Haskett, J.L., et al (1997)

11 West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation

12 West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation

13 West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation

14 When we care for staff, they can fulfil their calling of providing outstanding professional care for patients. West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation

15 Reflections

16 9 behavioural dimensions of leadership: Inspiring shared purpose Leading with care Evaluating information Connecting our service Sharing the vision Engaging the team Holding to account Developing capability Influencing for results

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18 Self-assessment Average of other raters

19 Reflections

20 Executive-level leadership.. Strategic Directorate Personal Technical Corporate

21 The need to share Uncertainty barrier Essential to share Sharing barrier Some need to share No need to share Simple Complex puzzles Problems Levels of Uncertainty Casey, 1985

22 Modes of working Feelings barrier Shared uncertainty Uncertainty and sharing barrier Co-operation Unshared uncertainty Basic social processes Task processes predominate & some feelings processes Task processes & feelings processes equally Processes worked with Casey, 1985

23 The five functions of an effective team The Role of the Leader - Focus on collective outcomes - Confront difficult issues - Force clarity and closure - Mine for conflict - Go first! Adapted from The five dysfunctions of a team Patrick Lencioni

24 Leadership styles.. Daniel Goleman, Richard Boyatzis, Annie McKee, Primal Leadership

25 Emotional intelligence From Goleman

26 Reflections

27 ..the last era of management was about how much performance we could extract from people..the next is all about how much humanity we can inspire Dov Seidman CEO, LRN

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29 Thank you