Clinical Clinical Leadership Leadership Development Centre – Day Development Centre – Day 2 2 Ian Govier Ian Govier (Facilitator) (Facilitator) Allied Health Professionals Bro Morgannwg & Swansea NHS Trusts
Clinical Clinical LeadershipLeadership Development Centre – Development Centre –
Day 2Day 2Ian Govier Ian Govier (Facilitator)(Facilitator)
Allied Health ProfessionalsBro Morgannwg & Swansea NHS Trusts
Aim of Clinical Leadership Aim of Clinical Leadership Development CentreDevelopment Centre
This aim will be achieved via learning and development activities that are based upon
the NHS Leadership Qualities Framework
To enhance the clinical leadership To enhance the clinical leadership awareness of participants in order awareness of participants in order
to shape, deliver and improve to shape, deliver and improve healthcare services.healthcare services.
• Personal Qualities Personal Qualities – focusing on leadership self-awareness and – focusing on leadership self-awareness and development;development;
• Setting the Direction Setting the Direction – focusing on political awareness and the ‘bigger – focusing on political awareness and the ‘bigger picture’;picture’;
• Delivering the Service Delivering the Service – focusing on team development and change.– focusing on team development and change.
NHS Leadership NHS Leadership Qualities Framework (LQF)Qualities Framework (LQF)
To explore how we To explore how we can develop & sustain can develop & sustain
Effective Teams and Effective Teams and deal with and deal with and manage manage
Complex ChangeComplex Change
Permanent White Water Permanent White Water (Vaill, 1996)(Vaill, 1996)
The ConstantsThe Constants
• ChangeChange
• Choice Choice
• PrinciplesPrinciples
(Covey, 2006)
Developing Developing & Sustaining & Sustaining
Effective Effective Teams Teams
- principles- principles
Leadership in the new millennium Leadership in the new millennium has comprehensively come of age. has comprehensively come of age.
Where once leaders were aloof Where once leaders were aloof decision-makers, today they decision-makers, today they
are dedicated collaborators are dedicated collaborators whose role is to whose role is to give power give power
to their to their TEAMTEAM rather than rather than wield power to their own ends. wield power to their own ends.
Leaders on Leadership– an intimate view of life at the top of Europe plcLeaders on Leadership– an intimate view of life at the top of Europe plc
Development Dimensions International (DDI) Research Report, January 2006Development Dimensions International (DDI) Research Report, January 2006
What is What is a team?a team?
A team is more than just a group of A team is more than just a group of individuals who work together. individuals who work together.
A team is a small number of A team is a small number of individuals with complementary skills individuals with complementary skills
committed to a common purpose, committed to a common purpose, common performance goals and common performance goals and
an approach for which they hold an approach for which they hold themselves collectively accountable. themselves collectively accountable.
(2007)
A team is a group of individuals who work A team is a group of individuals who work together to produce products or deliver services together to produce products or deliver services
for which they are mutually accountable. for which they are mutually accountable.
Team members share goals and are Team members share goals and are mutually held accountable for meeting them, mutually held accountable for meeting them,
they are interdependent in their they are interdependent in their accomplishment, and they affect the accomplishment, and they affect the
results through their interactions with results through their interactions with one another. one another.
Because the team is held collectively Because the team is held collectively accountable, the work of integrating accountable, the work of integrating
with one another is included in the with one another is included in the responsibilities of each member.responsibilities of each member.
(Mohrman and Cohen, 1995)
Teams possessing the followingTeams possessing the followingcharacteristics are more effective characteristics are more effective
in delivering high quality care: in delivering high quality care:
• clarity of team objectivesclarity of team objectives
• high levels of participation high levels of participation from all team membersfrom all team members
• high emphasis on qualityhigh emphasis on quality
• high support for innovationhigh support for innovationHealth Care Team Effectiveness Project (Borrill and West ,2002)
TeamsTeams
– when things – when things go off course! go off course!
The Five The Five Dysfunctions Dysfunctions
of a Teamof a Team(Lencioni, 2002)
Absence of Absence of TRUSTTRUST
Fear of Fear of CONFLICTCONFLICT
Lack of Lack of COMMITMENTCOMMITMENT
Avoidance of Avoidance of ACCOUNTABILITYACCOUNTABILITY
Inattention to Inattention to RESULTSRESULTS
The Five The Five ‘Functions’ ‘Functions’ of a Teamof a Team
(Lencioni, 2002)
Evidence of Evidence of TRUSTTRUST
Acceptance ofAcceptance ofCONFLICTCONFLICT
IncreasedIncreasedCOMMITMENTCOMMITMENT
Clear Clear ACCOUNTABILITYACCOUNTABILITY
Attention to Attention to RESULTSRESULTS
What are some of the What are some of the
characteristics of an characteristics of an effective team? effective team?
It Takes It Takes a Team a Team
Coming together is a beginningComing together is a beginning
Keeping together is progressKeeping together is progress
Working together is successWorking together is success
John C. Maxwell
In health care In health care terms, what terms, what
difference does difference does team working team working
really make?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!
TaskTask
IndividualIndividual
TeamTeam
Action Action Centred Centred
Leadership Leadership John Adair (2002)
Achieve Achieve the the
TaskTask
Develop the Develop the IndividualIndividual
Build the Build the TeamTeam
Action Centred Leadership Action Centred Leadership
Let’s Let’s Nail It!Nail It!
Team Exercise
How do we How do we motivate motivate
teams teams to action? to action?
The ‘8 Rules’ for Motivating People:The ‘8 Rules’ for Motivating People:
• Be motivated yourselfBe motivated yourself
• Select motivated peopleSelect motivated people
• Treat each person as an individualTreat each person as an individual
• Set realistic but challenging targetsSet realistic but challenging targets
• Understand that progress itself motivatesUnderstand that progress itself motivates
• Create a motivating environmentCreate a motivating environment
• Provide relevant rewardsProvide relevant rewards
• Recognise successRecognise success
http://www.teambuilding.co.uk/john_adair.html
How am I How am I doing as a doing as a
Team Leader? Team Leader?
Team Leader Checklist
Real teams do not develop Real teams do not develop until the people in them work until the people in them work hard to overcome the barriers hard to overcome the barriers
of collective performance. of collective performance.
Overcoming barriers to Overcoming barriers to performance is how performance is how
groups become teams.groups become teams.Katzenbach (1993)
InitiatorInitiator beginning actions and processes that beginning actions and processes that
promote team development and performance promote team development and performance
Model Model shaping behaviour and performance that shaping behaviour and performance that
reflects the expectations set for the team reflects the expectations set for the team
CoachCoachserving as counsellor, mentor and tutor serving as counsellor, mentor and tutor
to help team members improve performance to help team members improve performance
The 3 important roles The 3 important roles of a Team Leader of a Team Leader
Code of Conduct Code of Conduct for NHS Managers for NHS Managers
• Patient-centredPatient-centred• AccountableAccountable• Performance orientedPerformance oriented• Responsive to local needsResponsive to local needs• Equal, diverse & values inclusionEqual, diverse & values inclusion• Partnership focusedPartnership focused
National Assembly for Wales (2006)
Final Final
ThoughtsThoughts
The ConstantsThe Constants
ChangeChange PrinciplesPrinciples ChoiceChoice
(Covey, 2006)
What am I doing What am I doing to become a to become a transformational transformational clinical leaderclinical leader??
What am I What am I (are we)(are we)
going to going to dodo differently differently
after today?after today?
If we always do If we always do what we’ve what we’ve
always done… always done…
……we’ll always we’ll always get what we’ve get what we’ve
always got!always got!
The The ‘Trim Tab’‘Trim Tab’ effect effect
‘‘Trim Tab’Trim Tab’
HMS HMS
Be a TRIM TABBER!Be a TRIM TABBER!
and and finally…finally…
If the world were merely seductive, If the world were merely seductive, that would be easy. that would be easy.
If it were merely challenging, If it were merely challenging, that would be no problem. that would be no problem.
E.B. White
But I arise in the morning torn between But I arise in the morning torn between a desire to change the world and a desire to change the world and
a desire to enjoy the world. a desire to enjoy the world.
This makes it hard This makes it hard to plan the day!to plan the day!
Thank YouThank You
DiolchDiolchWebsite: www.ctrtraining.co.ukWebsite: www.ctrtraining.co.uk
http://www.ctrtraining.co.uk/resources.phphttp://www.ctrtraining.co.uk/resources.php