Transcript Slide 1

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QIP
Delivery depends on you And on your ability to generate
Innovation!
Why focus on Innovation?
The scale of the
change to come is
potentially huge the biggest fear
must be that we
fail to respond
accordingly....
Fear and Innovation are not
always easy partners
How can I ensure we have adequate responses
to meet the scale of the task?
Conditions for Innovation
Recent Nesta (National Endowment for Science, Technology and the Arts)
reports have examined the Conditions which
make Innovation work, nationally and
organisationally
Key Findings:
Organisations which promote innovation, achieve more innovation,
because
• they have leadership geared to innovation
• set a culture which supports innovation
• recognise the potential for innovation across the
organisation, especially from the front-line and users, not
just from designated ‘innovators’
Key areas of action for leaders
• Think strategically about creating innovation
• Avoid silos
• Mandate ‘room for failure’ and behaviours
which encourage innovation
• Long-term goal-setting
• Minimal prescription of means and
methodologies, avoiding bureaucracy
• Effective team-working
How innovative are you?
Assessing your organisation’s
abilities to innovate is a key step in
generating the ability to innovate
Support to Innovate
Innovation isnt a goal in itself – delivery of key
strategic aims (eg QIP) by innovation can be.
What support do you need?
Culture change
Practical Turnaround and
Service Change Experience
Personal development
Hard-won Performance
Management Skills
Team development
Real Leadership
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Service reconfiguration
Clinically driven change
Aren’t they the same thing?
Routes for Change
External
Challenge
Innovation
Incremental
service-driven
Change
I focus on how individuals
and teams can act
differently for better
results
My work is based firmly in belief
in the value of and potential
for change – the possibility of
finding real, effective and
worthwhile change in even
the most difficult and
challenging circumstances.
a marriage of service experience with an
emphasis on personal and systems
development
My approaches are practical,
based in good experience, and
successful.
They include direct leadership
roles, facilitative and
consultative inputs and
coaching support.
“People don't resist change; they resist
being changed” Peter Senge
“Excellent work with front line and senior clinicians” “The ability to listen carefully,
reflect and reframe issues and problems in ways which enable clients ….. to reach
improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
Service
Change
Coach and Consultant
Experienced coach in high-pressure
environments
Expert Group Facilitator
Generating and Supporting
Service and Organisational
Service-Driven Change
Review
Service and Organisational
Service Delivery & Interim
Review
work
Service Delivery & Interim
Service and Financial
work
Target Delivery
Service and Financial
Board-Level Experience
Target Delivery
Team Development
Consultancy advice
Organisational recovery
Board-Level Experience
Service Practitioner
2/10/2010
Its about People
Its about Performance
Its about Leadership to connect the two
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Vertical - Horizontal - Virtual?
Whichever direction the
PCT’s Provider services are
headed, the chances are
there is work to be done
ensuring that the move takes
place smoothly, and is
understood by all parties as a
change process
PCT Provider Service
Integration
What do you need?
Making the Most of It.....
A Classic NHS Trait
What could it mean here?
True
Integration
Whole System?
Acute
Loss
PCT
Gain
What style of intervention suits your
needs?
Capacity
Support
Advice
and
Expertise
I focus on how
individuals and
teams can act
differently for
better results
Challenge
Support
Skills
Experience
a marriage of
service experience with an
emphasis on personal and
systems development,
bringing challenge and support,
skills and experience.
“I value him immensely”
Sue Page CBE, Chief Executive
Cumbria PCT
“Excellent work with front line and senior clinicians” “The ability to listen carefully,
reflect and reframe issues and problems in ways which enable clients ….. to reach
improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
Feedback from Coachees
“Enabled me to focus properly &
find what I was looking for”
“Great
questions”
empathy”
2/10/2010
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“The session
revelatory”
was
“Good
amazing
–
You Want
And what do you get?
More Big-Name Consultancies offering the World!
Been There, Done That
As CEO and client
And as consultant
‘Models’
Models for this technique
Models for that diagnostic
Who needs ‘em?
Well they often have something to
offer, but fail to satisfy the underlying
need. Why?
Because the models oversimplify and
so often ignore one important factor
– its not so much in the strategy, its in
the implementation.
So,
Its about People
Its about Performance
Its about Leadership to connect the two
• Release potential and creativity
• focus on results
• manage for best results
So,
I focus on how individuals and teams
can act differently for better results
My work is based firmly in belief in
the value of and potential for change
– the possibility of finding real,
effective and worthwhile change in
even the most difficult and
challenging circumstances.
• a marriage of service experience
with an emphasis on personal and
systems development
• Practical and hugely experienced
support at the highest level
• Consultancy
• Coaching
“When minds meet, they don't just exchange facts:
they transform them, reshape them, draw different
implications from them, engage in new trains of
thought.”
My experience with the
NHS Performance Support
“I value him immensely”
Team is significant –
Sue Page CBE, Chief Executive Cumbria PCT
directly or indirectly I
helped around 20 of the
most challenged Trusts in
England, from all sectors.
As Account Director I My approaches are practical,
worked with PCTs and based in good experience, and
Trusts with all the
successful.
problems you can
imagine.
They include direct leadership
From Practical Performance Enhancement, through roles, facilitative and consultative
Governance to Culture Change
inputs and coaching support.
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe
issues and problems in ways which enable clients ….. to reach improved understanding and better
approaches.”
Feedback from Coachees
Stephen Morris, National Director, Performance Support Team
“Enabled me to focus properly & find what
I was looking for”
“Great questions” “Good empathy”
“The session was amazing – revelatory”
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Change for Individuals
- Coaching and Mentoring
A Focus on Learning and Performance
Real learning – becoming able to do something you couldn’t do before –
requires real experiences and reflection. NGT
Learning - a self-directed, work-based process, leading to increased
adaptive potential
“People don't resist change; they resist
being changed”
Peter Senge
Why Coaching?
Improved 360° and Leadership
effectiveness (Smither, Thach)
92% of external coaching
regarded as effective or very
effective CIPD, 2005
41% coachees promoted Vs 15% non-coached
ROI
NHS Leadership Centre 2004
5.7% - 221%
22.4% increase in
productivity after
training – 88%
increase after
coaching (Olivero
1997)
CIPD recommendations
create a sense of purpose in the workplace;
give employees the opportunity to act on
their commitment;
provide employees with a supportive learning
environment.
Training to Learning CIPD 2005
Why Coaching?
Who has reflective time
and reflective practice?
Whose work is properly
and fully aligned to the
Organisation Goals?
Delivery of Strategic
Objectives
– Devolved leadership
– Empowered managers
– Processing and
converting
organisation goals to
personal action
Who might benefit?
Managers and leaders
With unrealised potential
Wishing to improve interpersonal skills
Requiring a more strategic perspective
Wishing to improve conflict
management skills
making decisions based on the best
interests of the organisation as a
whole,
Greater sensitivity to wider
organisational concerns, and
opportunities
Needing to develop new skills for a
change in role
individuals seeking or needing to
develop the skills of negotiation and
compromise.
Seeking to improve skills at developing
others
When might you use coaching?
Do any of these apply?
Skills shortages?
Requiring significant
shifts in the behaviour
and attitudes?
Small or fast-growing business?
Support for future
leaders or senior
executives?
Looking to deliver longterm performance
improvement?
Behaviour that could
be changed in a short
period?
Changes in job role?
Organisational change?
Why use my style of coaching?
Who knows best what is
happening to them?
The value of selfdirected learning –
linked to your goals
Who lives with the results?
‘Stand in your own shoes’
Most likely to achieve personal
transformation
Feedback
“Enabled me to focus
properly & find what I was
looking for”
“Great questions” “Good empathy”
“The session was amazing revelatory”
School of Coaching for
Training and Supervision
NHS Chief
Executive
‘Turnaround’
Skills
MBTI Practitioner
Board level clients
Experience
‘A supportive learning environment’
Listening to support and
to challenge
Coachee
Trust?
Raising Awareness
Enhancing Focus
Enabling Choices for
Action
Trust
Coach
“Awareness is curative” W Tim Gallwey
Client
Contract
Learning Goals
Public Goals
Private Goals
Performance Goals
Measures/
Behaviours
Graham English Consultancy offers a
focus on how individuals can
act differently for better results
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Is Your Team
Missing necessary impact?
Weary?
Struggling for New Ideas?
Worried about committing to change ahead of the election?
Fearful of what a new Government may bring?
Producing linear solutions to non-linear issues?
Showing dysfunctional behaviour?
Responses to ‘Underperformance’
‘Try Harder’
Tougher Performance Management
Change the Structure
Change Membership
Focus and Clarify
Unblock
Develop
Stimulate
Refresh
Enable
Redirect
Learn
Understand
Build Confidence
Four Factors for Fulfillment
Exploring these
factors can generate
real progress
People
Strategy
Performance
Delivery
I focus on how
individuals and
teams can act
differently for
better results
Challenge
Support
Skills
Experience
a marriage of
service experience with an
emphasis on personal and
systems development,
bringing challenge and support,
skills and experience.
Coach and Consultant
Experienced coach in high-pressure
environments
Group Facilitator
Service and Organisational
Service and Organisational
Review
Review
Service Delivery & Interim
Service Delivery & Interim
work
work
Service and Financial Target
Service and Financial Target
Delivery
Delivery
Board-Level Experience
Board-Level Experience
Service Practitioner
2/10/2010
Team Development
Consultancy advice
Organisational recovery
“I value him immensely”
Sue Page CBE, Chief Executive Cumbria PCT
Feedback from Coachees
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe
issues and problems in ways which enable clients ….. to reach improved understanding and better
approaches.”
Stephen Morris, National Director, Performance Support Team
“Enabled me to focus properly & find what
I was looking for”
“Great questions” “Good empathy”
“The session was amazing – revelatory”
2/10/2010
Menu &
Home