Delivering Quality through LeadershipLeadership

Hazel MackenzieHazel MackenzieHead of the National Leadership Unit

Outline of the session

• Strategic context

• Implications for leadership development

• Priorities for development

• Group discussionsGroup discussions

What is this Government’s vision?

The Government has set a singleThe Government has set a single, over-arching purpose:

To focus the Government and publicTo focus the Government and public services on creating a more successful country with opportunities for all ofcountry, with opportunities for all of Scotland to flourish, through increasing sustainable economic growthsustainable economic growth

The Healthcare Quality Strategy

• Maximise the contribution of NHSScotland to this wider purposep p

• Impact positively through supporting everyone in Scotland to lead longereveryone in Scotland to lead longer healthier lives

• Increase the effectiveness efficiency• Increase the effectiveness, efficiency and productivity of the health sector

It is about ….

• Being responsive

• Building on firm foundations

• Making measureable improvement

Reflects what people expect

• Caring and compassionate staff

• Clear communication• Effective collaboration• A clean and safe care

environment• Continuity of care• Clinical excellent

So what’s leadership got to do withSo what s leadership got to do with it?

• One of the main challenges for the UK public sector is to deliver improved services through aservices through a motivated workforce in an age ofin an age of austerity

• Deloitte (2010)e o e ( 0 0)

The 12 questions that matterBased on 25 years of research with over a million employees. These 12 ti li k d di tl t fit d ti it l12 questions were linked directly to profit, productivity, employee retention and customer satisfaction. (Buckingham & Coffman, 1999)

• Do I know what is expected of me at work?• Do I know what is expected of me at work?• Do I have the materials and equipment I need to do

my work right?• At work do I have the opportunity to do what I do best• At work, do I have the opportunity to do what I do best

every day?• In the last 7 days, have I received recognition or

praise for doing good work?praise for doing good work?• Does my supervisor, or someone at work, seem to

care about me as a person?

12 questions (cont)• Is there someone at work who encourages my• Is there someone at work who encourages my

development?• At work do my opinions seem to count?• Does the mission / purpose of my company make• Does the mission / purpose of my company make

me feel my job is important?• Are my co-workers committed to doing quality

work?work?• Do I have a best friend at work?• In the last 6 months has someone spoken to me

about my development?about my development?• This last year, have I had opportunities to learn

and grow?

• Relationship with self

R l ti hi ith th• Relationship with others

• Relationship with organisation and beyond

New world leadership …

We are moving from…..toOLD WORLD

• Low complexity slow change

NEW WORLD

• High complexity and fast• Low complexity slow change• Learning has a long shelf life• The senior ones are the most

knowledgeable• Somewhere ‘someone’ knows

• High complexity and fast change

• Learning has a short shelf life• Knowledge is scattered• No individual can pretend toSomewhere someone knows

• Doing more of the same is the rule

I MANAGEM t t t

No individual can pretend to ‘know’

• Innovation is the rule

I LEADI / t f i t l• My team reports to me

• I have a hierarchical role• I understand what is happening• I have fixed objectives• I manage by fixing things myself

• I am / we are part of a virtual network

• Influencing is the way forward• I manage projects• I cope with ambiguityI manage by fixing things myself

• I manage from knowledge and experience

I cope with ambiguity• I lead teams to fix things• I lead without knowledge and

experience

Model for Leadership Development The broad change context within which leaders in NHSScotland operate sets the

f l d hiscene for leadership development.

The challenges of the leadership role (at all levels) comprise:role (at all levels) comprise:

Service objectives, i.e., what leaders are required to do – as set out in local PM processes.

Personal qualities

(“being”)

Role-specific knowledge and skills, i.e., what leaders need to know to do their role – as set out in the Knowledge & Skills Framework (KSF) or PersonalFramework (KSF) or Personal Development Plans for senior managers.

The leadership qualities and b h i th t i d tbehaviours that are required to deliver the challenges facing leaders in NHSScotland, with personal qualities at the heart.

Priorities for development

1.Work with partners to drive cultural change2.Build OD capability and capacity 3 Develop current leaders and teams3.Develop current leaders and teams4.Nurture the supply of future leaders5.Evaluate the impact5.Evaluate the impact

What are the key achievements?

• Working in partnership through the NHS OD Leads network, we have a coherent approach in place to support leadership development

• We have worked with stakeholders across the public sector to promote a collaborative approach to developmentpp p

• The leadership qualities and behaviours for effective delivery have been set out and a 360 tool is available across NHS

• We have built capacity for succession planning in priority areas of strategic clinical leadership; Management Training Scheme and g p; g gFinance Training Scheme

• A range of initiative are in place to support leaders at different levels including Board Level, Chief Executive, Executive Cohort, Senior Managers and frontline staff

• We have established a high quality register of accredited Executive Coaches

• In September 2009 the National Leadership Unit was established in NHS Education for Scotland

Principles for effective development • Starts with realities of people’s lived experiences• Creates an environment for learning and development• Keeps ‘the point', patient care and health, at the centre• Critically reviews beliefs associated actions and• Critically reviews beliefs, associated actions and

leadership choices• Supports and encourages behaviour which is congruent

i h d lwith espoused values• Develops relationships in service to the purpose• Makes the most of differenceMakes the most of difference• Releases energy and resourcefulness Centre for Innovation in Health Management, 2009

Group discussions

1. How can we use a national executive coaching register to support leadership development nationally and locally?nationally and locally?

2. How can multi-professional teams effectively deliver quality? q y

3. What will the leaders of the future look like?4. Where will the leaders of the future come from?5. How do we measure the value of leadership

development and demonstrate that it is adding value to the delivery of quality servicesvalue to the delivery of quality services

Group discussionsGroup discussions - some inquiry questions• How would you answer your group question

from your own and your Board’s perspective?• How critical is this question to the delivery of

quality in NHS Scotland?• What are the issues to be considered in

answering this question? – What are the barriers and how could these be

overcome?– What are the opportunities?What are the opportunities?

True leadership is the art of changing a group from what it is into what it ought to be It’s notfrom what it is into what it ought to be. It s not something that is done ‘to’ people, it is something that is done ‘with’ people. By that g p p ydefinition, every person in your organisation can and must leadJan Greene

Thank you for coming to ourThank you for coming to our session!