Delivering Quality Though Leadership• Implementing leadership policy for NHSScotland• Improve leadership capacity and capability• Based within NHS Education• Work closely with all Health Boards and public sector agencies
Model for Leadership Development in NHSScotland The broad change context within which leaders in NHSScotland operate sets the scene for leadership development. The challenges of the leadership role (at all levels) comprise: Service objectives, i.e., what leaders are required to do – as set out in local Performance Management (PM) processes. Personal Role-specific knowledge and qualities skills, i.e., what leaders need to (“being”) know to do their role – as set out in the Knowledge & Skills Framework (KSF) or Personal Development Plans for senior managers. The leadership qualities and behaviours that are required to deliver the challenges facing leaders in NHSScotland, with personal qualities at the heart.
We are moving from…..toOLD WORLD NEW WORLD• Low complexity slow change • High complexity and fast• Learning has a long shelf life change • Learning has a short shelf• The senior ones are the most life knowledgeable • Knowledge is scattered• Somewhere ‘someone’ knows • No individual can pretend to• Doing more of the same is the ‘know’ rule • Innovation is the rule I LEAD• I MANAGE • I am / we are part of a• My team reports to me virtual network• I have a hierarchical role • Influencing is the way forward• I understand what is happening • I manage projects• I have fixed objectives • I cope with ambiguity• I manage by fixing things myself • I lead teams to fix things• I manage from knowledge and • I lead without knowledge experience and experience
Leading Quality Reference Group• Built on the strong foundations• Provide linkages between a range of existing clinical & non-clinical networks and communities• Inclusive approach• Enable a wider alliance of leaders for Quality• Draw from all partner organisations• Work collaboratively to achieve our Quality Ambitions & realise the 20:20 vision
Leading for Quality“Successful leadership of healthcare improvementcombines three sets of skills: service specific knowledge,improvement know-how and change management skills”Advancing Quality Alliance submission toThe Kings Fund: leadership and engagement forImprovement in the NHS. Together we can (2012)
Leading for Quality Network• Maximise synergies across networks• Identify common objectives and goals• Lessen duplication and fragmentation• Support connectivity of QI and leadership alumni• Support QI and leadership capability to make changes and realise the 20:20 vision.
Leading for Quality If you want the people you lead to perform at their peak performance you must induce them to follow you because they want to rather than because they have to (Deering et al, 2005)
VISION Leadership Quality Improvement Governance EngagementTo engage and support clinical leaders throughout NHSScotland to deliver sustainable quality
Purpose of the Network• Provide support & additional development for Clinical Leaders from different professions, enabling them to grow into new and unfamiliar roles and situations• Connect clinicians and provide ‘space’ to foster innovation, creativity and increase the spread and adoption of change and improvement• Help clinicians translate our Quality Ambitions into coherent and compelling messages, meaningful actions and motivating behaviours as they work to improve outcomes• Work collaboratively to support those within the NHS, local and national government, and Voluntary Sector to use leadership synergy in order to design, deliver and sustain high quality services and support
Scottish Clinical Leadership Network What is its Purpose? Who is it for? To engage and support Clinical Leaders throughout The Network is inclusive not exclusive to engage NHS Scotland to deliver sustainable quality connect clinicians and clinical communities at both local and national levels. Benefits of Network • Area Clinical Forum and other professional leaders• A broad base of well-informed • Alumni from wide range of Clinical Leaders who leadership programmes understand National and • Salaried and contracted GPs Local policy and priorities • Heads of Clinical Services• A quick and effective • Improvement Leaders way to identify, • Clinical Directors connect and engage clinical leaders • SGHD Clinical Leaders • MCN Leads Personal qualities (“being”) Advice and support Signposting Access to database and communication tools Shared learning Peer support Dedicated website through the ‘knowledge network’ Personal and professional leadership development Communities of practice Online Resources Mentoring & Action Learning National and Local clinical leadership opportunities capability for quality improvement Tests of Change: “Leading for Outcomes” National clinical leadership capability to Events & Master classes designed to: develop skills, support policy implementation influence policy and share best practice What can it support? What can members expect?
Scottish Clinical Leadership Network• Establish the Leading Quality Reference Group• Identify and develop proposals to link Leadership and Quality Improvement Networks• Network Leaders programme, The Health Foundation• Developing a dairy of local engagement events – linking with Area Clinical Forum Chairs
Scottish Clinical Leadership Network• Master Class: Leading Quality through Integration• Test of Change – “Leading for Outcomes”• Further tests of change planned• Support the development of local QI and Leadership faculties / directory• Web based support: www.knowledge.scot.nhs.uk/SCLN
Leading for QualityTable top themes• Quality Improvement / Safer Patient Fellow Network• Dialogue Practice• Delivering for the Future• Generation Q: Putting Quality in context:• Adaptive Leadership• Scottish Clinical Leadership Network: Leading for Quality Test of Change
Leading for QualityBecoming a leader is synonymous withbecoming yourself. Everything a leader doesreflects who he or she isBennis (2003)