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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