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The case for leadership First and last, think about humanity Everything else is an irrelevance Bertrand Russell
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Page 1: Civil Service Live London 2013

The case for leadership

First and last, think about humanity Everything else is an irrelevance

Bertrand Russell

Page 2: Civil Service Live London 2013

The Public Sector Bails out the Private Sector!

Page 3: Civil Service Live London 2013

Our biggest leadership challenge ever.

Are we up for it?

Page 4: Civil Service Live London 2013

Leadership is about getting results with and through people.

…no people no results!!

Page 5: Civil Service Live London 2013

…a lot of managers … trying to solve problems miss the forest for the trees by forgetting to look at their people…

...I think they need to look a little more closely at what it’s like for their people to come to work there every day.

Page 6: Civil Service Live London 2013

A cow with a name produces more milk than one withoutDouglas & Rowlinson, Newcastle University

…and treating her as an individual

…increases milk yield by 500 pints per year

Page 7: Civil Service Live London 2013

Some farmers:

• have waterbeds for cows to rest on• play classical music• hire animal chiropractors to give older cows a tune-up

……all to ensure maximum milk output.

Page 8: Civil Service Live London 2013

Discretionary Effort =

Personal Capability – Minimum Requirement

‘there is an increment of human effort which individuals can apply exclusively at their discretion’

Page 9: Civil Service Live London 2013

Robert Francis QC 6 Feb 2013

1. Fundamental standards and measures of compliance

2. Statutory requirement for openness, transparency and candour

3. Compassionate, caring, committed nursing

4. Stronger healthcare leadership

Page 10: Civil Service Live London 2013

Robert Francis 6Feb 2013

The recognition that healthcare management and leadership is, or should be treated as a profession, is important. The concept carries with it a need for members of that profession to commit to a professional code of ethics, conduct and standards relevant to their work, separate from any such commitment they have by reason of other professions. It puts all professionals in the health service on an equal footing………….

Page 11: Civil Service Live London 2013

Do we Value Medical Leaders & Leadership? • Do we?• As a system?• As a profession?

• Do you value your role?• Do you know your value?• Take it seriously?• Time and resources?• Accountability?

• Is medical leadership a profession?• …and does it matter?

Page 12: Civil Service Live London 2013

The link between the Management of People & Patient Mortality in Acute Hospitals West M et al. Int J HR Mgt 2002 13:8 1299-1310

Page 13: Civil Service Live London 2013

Whatever happened to the Boorman Report? £555m savings by reducing sickness absence

HSMR Patient satis50

60

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Trust ATrust D

Absence % Turnover % Agency Spend %

MRSA/100k bed days

0

2

4

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Trust ATrust D

Page 14: Civil Service Live London 2013

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% -

5

10

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R² = 0.259242905838186

Share of Total Management Expenditure on HPL

Per

form

ance

Ran

k M

RSA

Figure 2: Share of total management expenditure on “High Potential Leaders” Programme and Rank of the Trust on MRSA in 2009.

Are Expensive Leadership Development programmes a waste of money?Vaithianathan, Lees, Bate & Hockey

Page 15: Civil Service Live London 2013

Growth & profitabilityCustomer loyaltyCustomer satisfactionValueProductivityStaff LoyaltyStaff satisfactionInternal qualityLeadership

The service-profit chain at SearsHarvard Business School 1993

How it all fits together?

Leadership

Internal quality

Staff satisfaction and loyalty

Productivity and value

Patient satisfaction and loyalty

Efficiency And

sustainability

Page 16: Civil Service Live London 2013

Are Expensive Leadership Development programmes a waste of money?Vaithianathan, Lees, Bate & Hockey

Figure 1: Expenditure on HPL courses and management consultants as a share of total management costs

Page 17: Civil Service Live London 2013

Growing body of evidence

• Leadership saves lives• ….and money• ….no people no results

Page 18: Civil Service Live London 2013

When I was young I admired clever people. Now that I am old, I admire kind people.

Abraham Joshua Heschel

Page 19: Civil Service Live London 2013

NHS Staff Management and Health Service Quality Michael West and Jeremy Dawson

By giving staff:• clear direction,• good support and • treating them fairly and • supportively,

…leaders create cultures of engagement, where dedicated NHS staff in turn can give of their best in caring for patients.

Page 20: Civil Service Live London 2013

The analysis of the data shows this can be achieved by: • Focusing on the quality of patient care • Ensuring that all staff and their teams have clear objectives • Supporting staff via enlightened HRM e.g:

• effective appraisal• high quality training

• Creating positive work climates • Building trust • Ensuring team working is effective

High quality, improving patient care, effective financial performance.

NHS Staff Management and Health Service Quality Michael West and Jeremy Dawson