This document discusses leadership and innovation in times of crisis. It provides insights into leadership approaches, challenges with innovation, and strategies for developing and funding innovative solutions. Some key points include: leadership must address deficits but also take a "spiky" approach; prizes don't effectively drive innovation which instead relies on exposing ideas to diverse thinkers and solving real problems; and funding innovative projects requires creating costed business plans and focusing on prevention to reduce costs. Examples of successful innovative nursing projects that improved outcomes and reduced costs are also provided.

1. How to lead and
innovate when the
world is collapsing all
around you?
Dave Dawes

2. 1) What do we know
about leadership?

4. Deficit-based approach

7. Spiky Leadership
"Return on leadership" - McKinsey & Co & Egon Zehnder International

8. 2) What do we know
about innovation?

9. Prizes don’t work

10. Middle manager
problem

11. How easy to access
your Nurse Director?

12. How easy to access
your Chief Exec?

13. How easy to access
your commissioner?

14. Ideas are worthless

15. Execution matters

16. 3) What we have
learned about
developing innovation

17. Community nurses

18. Find the potential

19. Start with the problem

20. Solve real
problems
problems

21. Expose to amazing
thinkers

22. Radical, incremental and
adaptive innovation

23. The reality of success

24. What staff sound like

25. Being needed isn’t enough

26. They don’t care about
your pressure

27. Sleep at night

28. Opportunity costs - £3.6m
£1,000 x
3680 people
£20,000 x
180 women

29. Understand how funders
see the world
see the world

30. Don’t present to yourself

31. They are people

33. Limbix vs Cortex

34. Messiness of
execution
execution

35. Emotional resilience

36. Dealing with
obstacles
obstacles

37. 4) Making the money
work

38. Money is the Oxygen of the
NHS

39. Create costed
business plans
business plans

40. Scissors of Doom

41. Cost more
Better
Cheaper
Better
Cost more
Worse
Cheaper
Worse

42. 4 Pillars of Innovation

43. Execution
Business Model
Great Idea
Problem

44. Examples of projects

45. Mental health & diabetes

46. Older people
100 most vulnerable elderly people used:
• £800,000 on acute
admissions
• £280,000 on community
admissions
• £400,000 on GP &
community services
•New service saved £740,000

47. Nutrition
12% of residents known to
nutrition service
20%
over nutrition
22%
under nutrition

48. Mother and baby
Staff well-being
Falls prevention
Infection control
Wound care
Social isolation
Epilepsy
Heart disease
Diabetes
Lymphodema
Drug and alcohol
Incontinence
Palliative care
Ex offenders
Mental health
Asthma
COPD
Carer support
Sexual health
Cancer
Multiple Sclerosis
Speech and language

49. Raised average of £16k each
£1.2 million savings each

50. £1 million = 1 admission prevented per day

51. It’s impossible

52. It’s impossible
It’s impossible for me

53. It’s impossible
It’s impossible for me
It’s possible for me

54. It’s impossible

56. It’s impossible
It’s impossible for me

57. Melissa Poe

59. 300,000 members
15 countries
1 million trees
1 million trees
1 million trees

60. It’s impossible
It’s impossible for me
It’s possible for me

61. Innovation and Fear

62. Fail often

63. Fail often
Fail small

64. Fail often
Fail small
Be imperfect

65. Fail often
Fail small
Be imperfect
Connect

66. www.nursefirst.org.uk