Transcript Document
Allied Health Professionals Bro Morgannwg & Swansea NHS Trusts
Clinical Leadership
Development Centre – Day 2
Ian Govier (Facilitator)
Aim of Clinical Leadership Development Centre To enhance the clinical leadership awareness of participants in order to shape, deliver and improve healthcare services.
This aim will be achieved via learning and development activities that are based upon the NHS Leadership Qualities Framework
NHS Leadership Qualities Framework (LQF)
•
Personal Qualities
– focusing on leadership self-awareness and development; •
Setting the Direction
– focusing on political awareness and the ‘bigger picture’; •
Delivering the Service
– focusing on team development and change.
To explore how we can develop & sustain
Effective Teams and deal with and manage Complex Change
Permanent White Water (Vaill, 1996)
The Constants
•
Change
•
Choice
•
Principles
(Covey, 2006)
Developing & Sustaining Effective Teams
- principles
Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to their
TEAM
rather than wield power to their own ends.
Leaders on Leadership – an intimate view of life at the top of Europe plc
Development Dimensions International (DDI) Research Report, January 2006
What is a team?
A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable.
(2007)
A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable.
Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member.
(Mohrman and Cohen, 1995)
Teams possessing the following characteristics are more effective in delivering high quality care:
• clarity of team objectives • high levels of participation from all team members • high emphasis on quality • high support for innovation Health Care Team Effectiveness Project (Borrill and West ,2002)
Teams
– when things go off course!
The Five Dysfunctions of a Team
(Lencioni, 2002)
Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST
The Five ‘Functions’ of a Team
(Lencioni, 2002)
Attention to RESULTS Clear ACCOUNTABILITY Increased COMMITMENT Acceptance of CONFLICT Evidence of TRUST
What are some of the characteristics of an effective team?
It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell
In health care terms, what difference does team working really make?
Borrill & West (2002) found that individuals who worked in well functioning teams had lower levels of stress and better mental health.
Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!
Task
Team
Action Centred Leadership Individual
John Adair (2002)
Achieve the Task Build the Team Develop the Individual Action Centred Leadership
Let’s Nail It!
Team Exercise
How do we motivate teams to action?
The ‘8 Rules’ for Motivating People:
•
Be motivated yourself
•
Select motivated people
•
Treat each person as an individual
•
Set realistic but challenging targets
•
Understand that progress itself motivates
http://www.teambuilding.co.uk/john_adair.html
•
Create a motivating environment
•
Provide relevant rewards
•
Recognise success
How am I doing as a Team Leader?
Team Leader Checklist
Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams.
Katzenbach (1993)
The 3 important roles of a Team Leader Initiator beginning actions and processes that promote team development and performance Model shaping behaviour and performance that reflects the expectations set for the team Coach serving as counsellor, mentor and tutor to help team members improve performance
Code of Conduct for NHS Managers
• Patient-centred • Accountable • Performance oriented • Responsive to local needs • Equal, diverse & values inclusion • Partnership focused National Assembly for Wales (2006)
Final Thoughts
The Constants
Change
Principles
Choice
(Covey, 2006)
What am I doing to become a transformational clinical leader ?
What am I
(are we)
going to do differently after today?
If we always do what we’ve always done… …we’ll always get what we’ve always got!
The ‘Trim Tab’ effect
‘Trim Tab’ HMS
Be a TRIM TABBER!
and finally…
If the world were merely seductive, that would be easy. If it were merely challenging, that would be no problem. But I arise in the morning torn between a desire to change the world and a desire to enjoy the world. This makes it hard to plan the day!
E.B. White
Diolch
Website: www.ctrtraining.co.uk
http://www.ctrtraining.co.uk/resources.php