Professor Rachel Munton Director, East Midlands Leadership Academy - - PowerPoint PPT Presentation

Professor Rachel Munton

Director, East Midlands Leadership Academy

National Picture for Emerging Leader’s – Opportunities and Challenges

The Wizard of Oz Perspective

Outcomes

• Outline current National NHS Leadership policy and priorities
• Discuss the importance of Leadership in transition to the new

NHS

• Summarise current thinking on Leadership approaches
• Introduce the East Midlands Leadership Academy and its offer
• What’s in it for me?

Definitions

Kotter 1996

• Management -concerned with planning, budgeting,
• rganising staffing, controlling and problem solving “getting

the job done”

• Leadership – establishing direction, aligning people,

motivating and inspiring Kings Fund Commission 2011

• “The art of motivating a group of people to achieve a

common goal.”

What do current changes in NHS mean for Leadership?

• Major change requires excellent leadership for the transition
• Liberating the NHS: Developing the Healthcare Workforce –

strong view on leadership as part of development continuum

• A successful transformed health system will need:
• Consistency of values and principles: NHS Constitution
• Strong leadership that improves staff engagement, which in

turn improves patient outcome

• A national role for system wide leadership issues that

transcend provider/commissioner/independent/third sector interests

National Leadership Council & NHS Leadership Academy

• NLC Set up in 2009 to support NHS: strengthening leadership

at all levels: final meeting June 2011

• NHS Leadership Academy formally agreed July 2011
• The NLC work streams are currently under review, prior to any

transfer to the NHS Leadership Academy

• 2 potential Academy models: Hosted by the NHS

Commissioning Board (NHSCB) or arms length.

• Aim: “To provide expertise that will advance the development
• f outstanding leadership in healthcare”
• A reference Network has been convened to develop the

Academy further

Contemporary Leadership thinking

The Future of Leadership & Management in the NHS: No more heroes [Kings Fund 18th May 2011]

• Promote value of good NHS Managers & leaders
• Lack of sophisticated approach to administrative and

management post reduction [33% and 45% respectively ]

• Rationalisation of regulation and performance management

demands

• Risk of loss in transition of investment in leadership
• All NHS organisations must take responsibility for leadership

development

• Need a national focus

Contemporary Leadership thinking

The Future of Leadership & Management in the NHS: No more heroes [Kings Fund 18th May 2011]

Continued

• From Board to Ward -engagement of clinicians
• Already loss of leaders from the system
• Serious failures in leadership and management
• Potential regulatory issues
• Distributed leadership –no more Heroes

Followership as well as leadership Across systems of care as well as within institutions Development or organisations as well as individuals

• Top leadership - lists refreshed: 600 of 889 registered or

completed the diagnostic suite

• Leadership for Commissioning: national leadership development

framework in Autumn 2011; development centres; coaching; media training

• Leadership for Provision: Assurance Framework for Aspirant FTs:

6 pilot sites for memorandum of capability; Governor development; NHS Trust Development Authority [NTDA]

• Leadership for Equality: Accelerated design event
• Clinical Leadership: 60 clinical fellowships awarded
• Emerging Leaders: including Graduate Trainee scheme

Current Leadership Priorities

Luxury or necessity?

“High quality leadership and management at all levels is a prerequisite for an NHS that delivers both the highest possible quality of care to patients and the best possible deal to the taxpayer. “

• Ensure the modernised system does not fail through lack of leadership

capacity and capability

• To co-create, implement and support strategies to generate clinical

leadership of sufficient quantity and quality

• Ensure consistently high-quality leadership in the health system -

reducing clinical and financial risk and maximising opportunities for value for money and innovation

• Support effective partnerships – e.g. with health care professionals,

local authorities, independent sector, universities

• Drive system-wide leadership mobilisation for QIPP and the skills to

deliver the large-scale change management that underpins QIPP

• Widen participation in leadership and create flexibility in the system
• Ensure sustainability by assuring the talent pipeline system-wide
• Ensure system-wide mobilisation on equality
• Ensure best value for money for the nation in leadership

development

• Ground leadership development in NHS Constitution values and

principles.

What is the East Midlands Leadership Academy?

• Membership organisation to serve the leadership and development

needs of NHS organisations in the East Midlands

• Hosted by Nottinghamshire Healthcare NHS Trust on behalf of the

members

• Based at Sir Colin Campbell Building, Jubilee Campus

What is its aim?

“To develop leadership capacity and capability in all of its membership

• rganisations by designing, commissioning and delivering high quality

leadership development interventions and activity. The work programme is defined by member organisations.”

What is the academy?

• Membership organisation to serve the leadership and

development needs of NHS organisations in the East Midlands

• Hosted by Nottinghamshire Healthcare NHS Trust on behalf
• f the members
• Based at Sir Colin Campbell Building, Jubilee Campus

What is its aim?

“To develop leadership capacity and capability in all of its membership organisations by designing, commissioning and delivering high quality leadership development interventions and activity. The work programme is defined by member

• rganisations.”

Who does it serve?

• Clinical/non clinical leaders in NHS organisations
• Band 8C and above including very Senior Managers & Board

Level Executives / Non Executives

• Emerging Leaders - typically Band 6 / 7 with a specific focus
• n inclusion and staff from Black and Minority Ethnic (BME)

backgrounds

“It might be possible to describe being an NHS Top Leader as a state of mind which can be practised and developed – an attitude of openness to new experiences, acute self-insight both in terms of strengths and weaknesses, the willingness and ability to confront difficult challenges with resilience and humour, as being an effective influencer and communicator, and as a person who passionately believes in the fundamentals of the NHS as being patient-centred, fair for all and free for all.” Dr Foster Intelligence 2010

Top leaders in depth interviews

“ just as those who aspire to be Top Leaders need to be capable

• f self-scrutiny in terms of their strengths, weaknesses,

experiences and responses, they need to be accessible, open and ‘recognisably human’ for colleagues at all levels in their

• rganisations whilst remembering that they cannot afford to

share each worry lest it snowball into a crisis of confidence in them as leaders. In short, Top Leaders have to develop balancing skills and judgement about what behaviour is appropriate and required in each situation.” Dr Foster Intelligence 2010

Top leaders in depth interviews

Director: Professor Rachel Munton rachel.munton-ema@nottshc.nhs.uk Telephone: 0115 82 31298