Transcript Slide 1
West Midlands Public Health Practitioner Development Scheme
Management within the
public organisation setting
Leadership and collaborative working to
improve population health and wellbeing
Rachael Cox, Andrew Hood & Nicola Wright (Specialty Registrars in Public Health)
Learning Objectives
AIM: Overview of the application of management theory
including leadership, individual and team development,
change and performance management
• Outline the various management models and theories
• Critically discuss management techniques for the
individual and team development and partnerships
• Critically discuss the application of evaluation, audit and
standard setting to improving quality
• From feedback: address conflict resolution and day to
day management issues and leadership experiences
Agenda
1. Who are you?
Clinical
Other
Local
Authority Other
Local
Authority Health
Improvement
Non
Clinical
NHS - Health
Improvement
Non Line
Manager
Total responses = 12
Line
Manager
2. Awareness of management tools
100%
90%
80%
70%
60%
formally assessed
50%
taken part in
40%
aware
30%
never heard of
20%
10%
0%
Myers Briggs
Belbin
Jung
6
4
2
0
Working with non NHS
Working with other NHS
Attending Meetings
Giving Presentations
Short term projects
Long term projects
Commissioning
Contract Management
Management of resources
3. Your current duties and tasks
12
Total respondents = 12
10
8
4. Your interests for today....
Theories of leadership and management
Practical methods for improving management and leadership
Developing strategies for dealing with other people’s styles
Managing workloads where partnerships/ different priorities exist
0%
20%
Least Interested
40%
Interested
60%
Quite Interested
80%
Most Interested
100%
Feedback from the 2011 session
Agenda
Methods for understanding your management and
leadership style
Working with teams: What makes a good team and
performance management for improvement, conflict
resolution
Successful partnerships: opportunities and challenges and
managing change
Understanding your Management Style
Styles and attributes of leaders and managers
Exercise One: Famous Leaders
Myers Briggs
• Very quick and dirty: four questions
Health Warning
• Assess the PREFERRED ways of thinking
and behaving
• No indication of intelligence, suitability or
potential
Myers Briggs
Four questions with two different descriptions
of personality "preferences”.
Instructions
Each question: Read both sets of descriptions
and decide which list describes you better
Try to answer as you really are, not how you
may wish you were, or have to be at work.
http://www.personalitytype.com/career_quiz
Where is your energy directed?
.
Talk more than listen
Listen more than talk
Think out loud
Think quietly inside your head
Act, then think
Think, then act
Like to be around people a lot
Feel comfortable being alone
Prefer a public role
Prefer to work "behind-the-scenes"
Can sometimes be easily distracted
Have good powers of concentration
Prefer to do lots of things at once
Prefer focus on one thing at a time
Are outgoing & enthusiastic
Are self-contained and reserved
Extraverts' energy is directed primarily
outward, towards people and things
outside of themselves
Introverts' energy is primarily directed
inward, towards their own thoughts,
perceptions, and reactions.
E
I
What kind of information do you use?
Focus on details & specifics
Focus on big picture & possibility
Admire practical solutions
Admire creative ideas
Notice details & remember facts
Notice anything new or different
Are pragmatic - see what is
Are inventive - see what could be
Live in the here-and-now
Think about future implications
Trust actual experience
Trust their gut instincts
Like to use established skills
Prefer to learn new skills
Like step-by-step instructions
Like to figure things out themselves
Work at a steady pace
Work in bursts of energy
Sensors notice the facts, details, and
realities of the world around them.
They tend to be practical and literal
people, who trust past experience and
often have good common sense.
INtuitives are interested in
connections between facts and their
meanings. They tend to be creative,
imaginative, theoretical people who
trust their hunches.
S
N
How do you make decisions?
Make decisions objectively
Decide based on values & feelings
Appear cool and reserved
Appear warm and friendly
Convinced by rational arguments
Are most convinced by how you feel
Are honest and direct
Are diplomatic and tactful
Value honesty and fairness
Value harmony and compassion
Take few things personally
Take many things personally
Are good at seeing flaws
Are quick to compliment others
Are motivated by achievement
Are motivated by appreciation
Argue or debate issues for fun
Avoid arguments and conflicts
T
Thinkers make decisions based primarily
on what makes the most sense and what
is logical. They tend to be analytical, and
are convinced by logical reasoning
F
Feelers make decisions based primarily
on their values and how they feel about
the choices. They tend to be sensitive,
empathetic and strive for harmony.
What environment makes you most comfortable?
Like to have things settled
Like to keep their options open
Take responsibilities seriously
Are playful and casual
Pay attention to time, usually prompt
Less aware of time, may run late
Prefer to finish projects
Prefer to start projects
Work first, play later
Play first, work later
Seek closure
Difficulty making some decisions
J
P
See the need for most rules
Question the need for many rules
Like to make & stick with plans
Like to keep plans flexible
Find comfort in schedules
Wants freedom to be spontaneous
Judgers prefer a structured, and fairly
predictable environment, where they
can make decisions and be settled. They
tend to be organised and productive.
Perceivers like to keep their options
open and are comfortable adapting.
They tend to be flexible, curious and
nonconforming.
What is your type….?
ISTJ Inspector
ISFJ Protector
INFJ Counselor
INTJ Mastermind
ISTP Operator
ISFP Composer
INFP Healer
INTP Architect
ESTP Promoter
ESFP Performer
ENFP Champion
ENTP Inventor
ESTJ Supervisor
ESFJ Provider
ENFJ Teacher
ENTJ
Fieldmarshal
http://www.teamtechnology.co.uk
/myers-briggs/myers-briggs.htm
Practical steps
Mentor
PDP
Impartial
Good Listener
Supportive
360°
Non-judgemental
LQF
Skilled in feedback
Interested
Bayley et al (2004) The good mentoring toolkit for healthcare
www.nhsleadershipqualities.nhs.uk
45 mins ….
“The NHS needs people to think of themselves
as leaders not because they are personally
exceptional, senior or inspirational to others,
but because they can see what needs doing
and can work with others to do it”
(Turnbull James, 2011)
WORKING WITH TEAMS
Working with Teams
The Good
• Components of a successful team
• Diagnostic tool
The Bad
• Managing poor performance and conflict
• Improving services
Your experiences....
What do you want from:
• Team of directors
• Your department
• Your operational team
How you behave: do you need to adapt to each team?
Diagnostics
Developing an Understanding of how your
Leadership affects Others
Managing the bad
A (brief) introduction to avoiding conflict
managing poor performance, and improving
services
Staff: Performance management
Services: Audit
Conflict Resolution
**** ADD ANDREWS SLIDES HERE****
Performance Management
Your organisation: Policies & procedures,
training, HR
Documentation: One to ones, agreements, job
descriptions, letters and emails
Your skills: professional, motivational, patience
Audit
Principles for Best Practice in Clinical Audit
NICE (2002)
Also….
• Balanced scorecards
• Key Performance indicators
• Service Improvement
Find out more: www.institute.nhs.uk
15 mins ….
“Teamwork is the ability to work together toward
a common vision. The ability to direct individual
accomplishment toward organisational
objectives. It is the fuel that allows common
people to attain uncommon results”
(Unknown)
WORKING WITH PARTNERS
Working with Partners
Share some case studies....
• Opportunities and Challenges
• Tips for managing change in successful
partnerships
Health Services Management Centre - Uni of Birmingham
Working with community groups, voluntary bodies, other
public sector organisations, businesses, patients, members
of the public or groups of staff
• Change or improvement is achieved through inclusive
partnership working
• The scale of achievement could not have been made without
the contribution of partners
• All organisations have made a significant contribution to the
achievement of the aims of other partner organisations that
has benefitted the local community
Types of partnership
Co-operate: Partners may share information. No joint
planning, resources are kept separate
Co-ordinate: Partners will do some planning
together. Sharing and responsibilities, resources and
risks
Collaborate: Organisational changes so that there is a
higher degree of shared leadership, control, resources
and risk sharing
Developing a West Mercia SARC
NHS: lead organisation for the development of sexual
assault services for victims together with the police
....and....
Physical Activity Strategy
Background to Partnership
• Physical Activity Strategy due for renewal 2010
• Usually led by PH and the PCT
• Originally asked to do the narrative
• Actions and outcomes needed to come from the
providers of service – what could be measured,
what would be an improvement etc
Physical Activity Strategy - before
• Quarterly meetings with floating attendance from 8
organisations
• Attended either by lowest grade member of staff
due to time commitments, or ‘the figurehead’
• Low grade staff – unable to influence and engage
higher levels re strategy or data collection
• The figurehead – never gained buy-in across the
organisation as they were the ‘doer’
• 2 years later – still no actions/outcomes identified by
provider organisations
Physical Activity Strategy - before
• No one organisation can deliver the strategy
• Needed buy in from all organisations
• Group discussed operational rather than
strategic issues
• Repetitive minutes !!!
• Standing still between meetings
• Cycle of non-attendance, repetition, nil action
Leadership Issues
• Common vision
• Added value
• Willing to make changes
?
• Facilitate partnership working
• Objectives are aligned
Trust Issues
• Mutually accountable
• Understand and respect differences
?
• Deal with conflict and frustration
• Communications are sufficient & effective
• Sharing of contributions, risks & rewards
• Equal say
Managing Performance Issues
Structure fits its purpose
Roles, responsibilities & contributions clearly defined
Objectives, targets & milestones are set and owned
Adequate resources
Project management and co-ordination
?
Learning Issues
Continuously seek improvements
?
Review the partnership
Seek to learn from each other
?
Use strengths and talents
Manage the changes
A Bad Partnership
• A good thing to do, but nobody’s priority
• No decision maker (s)
• No overall responsibility for partnership’s delivery
• Being done for appearance’s sake
• ? Used as a talking shop and ‘woe are we’
• A breather from the day job
Next Steps
Survey to:
• Identify strategic & operational leads from each
organisation
• Whether PAS is a priority for the organisations
• What could be done differently/better
• Results to go to Health and Wellbeing Board
• Board to clarify if a priority
• Potentially, this Board will then provide leadership
and accountability focus.
Managing change through effective partnerships
• Scale of change: NHS wide, local, team
• Responses to change
• Stakeholders: Public, colleagues, organisations
• Signposting: Tools for managing change
The Process of Transition
Tools for Managing Change
Change Management Toolkit
• Force Field Analysis
• Communications Plans
• Stakeholder Analysis
http://www.fsdnetwork.com/
“Thinking Differently” - range of practical
approaches and tools to fundamentally rethink
pathways of care and service delivery.
Stakeholder Analysis
Summary
• Your style
• Team
• Partnership
• Thank you
• Evaluation forms
Further Information....
[email protected]
[email protected]
Plan your changes well…..
…. And don’t forget your partners