Developing collective leadership in health care

Developing collective leadership in health care A Workshop by Katy Steward, Ass. Director Leadership Development, The King s Fund AND David Altman, EVP & Managing Director EMEA Regina Eckert, Senior Research Faculty EMEA Center for Creative Leadership

Introductory Thoughts Leadership is the most important influence on culture every interaction shapes culture King s Fund definition of collective leadership - 'All staff take responsibility for the success of the organisation in delivering continually improving, high quality and compassionate care' Opportunities for improving patient experience exist at the boundaries of organisations Need a leadership strategy that is planned not piecemeal and medium to long term The King s Fund and Center for Creative Leadership partnership

Problems cannot be solved with the same level of consciousness that created them in the first place. Albert Einstein

The CCL Perspective on Collective Leadership

There is no one-size-fits-all solution for effective leadership Effective leadership needs to solve the problems that your organisation has: The type of work that you do The organisational goals that you have The budget you have for your work The way your work is currently organised Organisation structure Current culture and readiness for change Current leadership and leadership culture Collective capabilities Individual capabilities

What we learnt from leadership strategy work at Memorial Hospital Memorial Hospital is a 600-bed teaching hospital Located in Colorado, United States. 4200 members of staff Recognized for excellence in cardiac and oncological care. Larry McEvoy The Challenge

Leadership Strategy Activity Flow Phase I Phase I: Initial Discovery Review your organisation s: Mission Vision Strategic Plan Employee Engagement Survey Org Documents Data Collection: Senior Leader Interviews Focus Groups Leadership Strategy Survey Organisational Assessments Initial Meeting with Senior Leadership Team Overview of Leadership Strategy Work: Data Collection in Real Time Feedback and Discussion from Initial Discovery Data Current State/Future State Exploration and Discussion Senior Team Learning Facilitated Dialogue Next Steps Initial Discovery and Sr Leader Team Applying Leadership Strategy Leadership Solutions Design & 2014 Center Engagement for Creative Framework Leadership. Implementation All rights reserved.

Leadership Strategy Activity Flow Phase II Application of Leadership Strategy Framework Full Discovery Work (Task Force or Senior Team) Business Strategy Leadership Culture Talent Organisational Design Use of tools, assessments, and/or exercises to clarify where you are currently Identification of required leadership competencies and organisational capabilities to support the strategy and desired culture, and to inform talent management and organisational design for your organisation After Phase II Report with summary of full discovery insights/learning and recommendations for leadership solutions that will drive desired organisational results

Leadership Strategy Activity Flow Phase III Development, Design and Implementation of Leadership Solutions Individual Leadership Development Programmes* Executive Coaching Action Development elearning *includes 360 and other assessments Facilitated Organisational Development Culture Change Team Effectiveness Boundary Spanning and Collaboration Dialogue

Collective Leadership Strategy at Memorial

Reflections on sustainable culture change Reflections from Larry

Picturing your future leadership culture Now select a card that represents your desired future leadership culture - the leadership culture that you think will allow you to achieve the results your organisation needs to achieve. When done, join your table group and discuss: How are our pictures of current leadership culture similar to each other? How are our pictures of desired leadership culture similar to each other? What culture change journey do we need to make to our desired leadership cultures? Report out to large group with your main insights about your journeys

Picturing your future leadership culture How does your culture change journey reflect the moves from Dependent to independent Independent to interdependent Leadership Culture? What is your Strategy to succeed in this move?

Embedding a leadership culture To what extent do leaders strengthen core NHS values, work collectively and leaders enable engagement How do leaders. promote voice and participation? demonstrate they want to hear about things that can be learnt from? show compassion to staff and patients? deal effectively with uncaring or abusive behaviours? work with other teams in a spirit of support and collaboration? replace command and control with engagement and dialogue?

Embedding Collective Leadership a leadership strategy 1. number of leaders needed in each area of organisation over next five years (minimum) 2. qualities required of these leaders skills, competencies, knowledge specific to their levels / areas to meet challenges, diversity, professions 3. The desired leadership culture, including required skills, values and behaviours needed to achieve the vision such as improving high quality care, compassion, equality, engaging staff, commitment to learning, positivity and openness 4. Collective leadership capabilities and strategies leaders acting together to implement organisation strategies and nurture cultures (that individual leaders working alone cannot implement)

What s Next What messages do you need to take back to your organisation?

Videos 1 Larry McEvoy: https://www.youtube.com/watch?v=mp9uiq8qema 2. The Challenge: https://www.youtube.com/watch?v=gcks9db2tni 3. Trust Teams: https://www.youtube.com/watch?v=d0b79cv55_k 4. Reflections from Larry: https://www.youtube.com/watch?v=2mvaq_py2iu