P Bostock, K Vernon & M Davies - Leadership
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The document provides introductions and leadership stories from Michelle Davies, Karen Vernon, and Pam Bostock. It discusses definitions of leadership and management. It emphasizes developing self-awareness and personal qualities as important aspects of leadership. Leaders must know themselves, build networks, communicate a clear vision, and focus on tasks, teams, and individuals. Reflection is important for continuous learning and moving goals forward despite challenges.
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P Bostock, K Vernon & M Davies - Leadership
- 2. Personal Introductions • Michelle • Karen • Pam
- 3. Overview • Leadership is different to management • Definitions of both • Leadership is not a job title – it is a set of behaviours
- 5. Why should I think about leadership?
- 6. Could you be a leader? • Leadership is about setting direction and motivating people •Leadership is influence • Every one of us has a circle of influence • You are already a leader!
- 7. Covey’s Circles of Influence Covey (1989) distinguishes between: • Proactive people – who focus on what they can do & influence • Reactive people – who focus their energy on things they cant control • Reactive people maintain an attitude of victimisation & blame
- 8. Followers - Leaders in training • Aristotle said, “He who cannot be a good follower, cannot be a good leader.” • Every military general started out as a private! • Not about being a mindless lemming!
- 9. Followership as an education You’re a good follower & leader in training if: • You put the team first • You believe in yourself and your leader (in that order) • It’s not who you follow, it’s what you follow
- 10. Leadership Qualities Exercise – ‘Pick a leader’ • List the qualities of your leader • Which are the common qualities?
- 13. Structure of the model • All nine dimensions are important • Type of job, role within organisation, and needs of people you work with will all affect which dimensions are most important to use and develop. www.leadershipacademy.nhs.uk
- 14. Leadership: making & taking opportunities Building evidence for your belief/vision using: • Networks • Literature • Local knowledge • Shadowing • Conferences • Professional bodies • National Policies • Training • Being around people of influence
- 15. Sharing the vision What is it? • Communicating a compelling and credible vision of the future in a way that makes it feel achievable and exciting. Why is it important? • Leaders convey a vivid and attractive picture of what everyone is working towards in a clear, consistent and honest way, so that they inspire hope and help others to see how their work fits in. What is it not? • Saying one thing and doing another • Talking about the vision but not working to achieve it • Being inconsistent in what you say • Avoiding the difficult messages
- 16. Believing and selling your vision
- 17. Being driven
- 18. John Adair’s 3 Circle Approach - Action Centred Leadership Task needs Individual needs Team needs
- 19. Personal leadership • Personal leadership is the leadership of the self • Leadership starts with self (Braye. 2002) • It is difficult to change people. The alternative is managing yourself to maximise full potential in others • You can’t lead others unless you can lead yourself • Key is increased self awareness
- 20. Johari’s Window Known to Self Unknown to Self Known to Others Open (Public knowledge) Blind (Feedback from others Unknown to Others Hidden (Private) UNKNOWN
- 21. The importance of personal qualities The way that we manage ourselves is a central part of being an effective leader. Greater self-awareness,self-control, self knowledge, determination,resilience & other personal qualities More effective leadership behaviours Productive, care-focused & engaged climate in teams Increasingly positive experience of care & service
- 22. Successes and set backs - resilience
- 24. Imposter syndrome “The whole problem with the world is that fools and fanatics are always so certain of themselves, and wiser people so full of doubts.” Betrand Russell, philosopher People with imposter syndrome: • Hold back as they feel luck rather than ability lies behind their successes • Fear that they will be exposed for the fraud they believe themselves to be • Important to recognise this is a common phenomenon and move on despite it.
- 26. Michelle • Physiotherapist • Trained at Brighton University 1992-1995 • Worked in field of neurology since 1997 • Became Specialist Neuro-Physio in 2001 • Had to re-locate due to husband’s work! • Became ‘Disability Assessor’ in 2006 which developed into Specialist Neuro- practitioner & Specialist Neuro-physio role, working in a Specialist Community Neurology team.
- 27. • Member of TiMS • Involved in various MS projects due to involvement with MS Trust • Lead MS Nurse Role advertised for Dorset MS Service • Took up post as Dorset MS Service Lead & Specialist Practitioner at Poole Hospital in March 2016, replacing Specialist MS Nurse Lead • Qudos in MS Award 2017
- 28. Why did I go for my job? • Great opportunity • Team leadership • MS • Skills, knowledge & experience • Physio • Neuro-practitioner • Gaps • Room for personal growth • Knew I could make a positive difference
- 29. Transferable Skills Self- Awareness Decision making Communication Independent thinking Initiative IT skills Networking Problem Solving Commitment Knowledge, skills & experience (Neuro- practitioner) Knowledge, skills & experience (physio) Enthusiasm Flexibility Proactive Team work Time management Critical thinking Presenting Analytical Skills
- 30. Knowledge gaps • DMD • Acute relapse management • Newly diagnosed
- 31. Could I apply? • Job description & Person Spec – Nurse • Discussions with: • Matron for specialist services • General manager for neurology • Lead MS Nurse (in post before she left) • Other specialist nurses • Neurologist • Very open and supportive • Didn’t feel knowledge gaps were a problem
- 33. Starting to climb • Filling gaps – knowledge & skills • Watching & listening • Vision • Developing • Selling • Influencing • Team building • Processes • Patient • Staff • Team training & development • Team supervision
- 35. Reflection Reflection is so important • Helps you learn • Helps you establish if your vision is still sound • Reminds you how far you’ve come • Allows you do celebrate the positives and the wins
- 36. Still climbing… ….and learning ….and moving forwards and upwards
- 37. IF YOU DON’T CHALLENGE YOURSELF, YOU WILL NEVER REALISE WHAT YOU CAN BECOME
- 38. Karen’s story • Qualified 1983 • Started work in neurology in 1985, acute neurology • Usual career progression • Claim to fame: appointed one of the first MS nurses and PD nurses • Disillusioned with nursing, looking to apply for teacher training
- 39. Specialist nurse journey Eli Lilley academy 1998 Community Neurology Nurse Eli Lilley award NICE:Rilutek submission 2004 MSCNS WCNN 2007 Quintiles 2011 MS NURSE CONSULTANT SRFT
- 41. Key learnings • Develop a support network internal & external • Get to know your personal champions • Use people’s knowledge of the organisation • Never be afraid to promote your service • Set solid foundations • Never just go to management with problems, have some solutions • Never be afraid to say you don’t know & to ask questions • Be honest • I’m useless at work/ life balance
- 42. Key achievements (personal) • GEMSS project • Succession planning in place • Success in developing team • Departmental recognition as an exemplar service • Development of QUDOS winning neurological examination course • Co chair of the UKMSSNA • recognition
- 43. The Pam Bostock Story!
- 44. Adult Ability Team 1986-7 • AAT – Rehabilitation and symptom management • Environmental review • Ensuring correct social care packages/ care plan in place and supporting families • Encouraging participation (work/hobbies/ socialisation/) • ??? Similar to MSFV model??
- 45. Simons Story
- 46. MS Society Measuring SuccessAward 2000 Began to become overwhelmed with referrals following all the local publicity
- 47. Professional Network • Opening Head line for BBC News at 10!!.
- 48. Clinical Development Facilitator- Neurology. East Staffs PCT 2005 Learnt: • commissioning language • How to develop a business case • Networked with the people with influence (money) • Great opportunity to meet some ‘blue sky thinkers’ Going to the ‘dark side!’ • Missed patients • AAT in Hospital couldn’t recruit
- 49. The New Adult Ability Team- Community MDT - Progressive Neurological Conditions
- 50. Share your Teams successes! • NHS regional finalist • WM Neurological review • SSPCT Strategic plan – progressive neurological conditions • PCTS folded so strategic plan not Enacted • SNA formed • Best of Staffordshire award
- 51. MSc Opens doors -
- 52. Consultant OT Neurology- opened doorways • Co-chair TiMS • MS NICE Guidelines Development Group • NHSE ( speaker and contributor) • RCOT LTC working party ( policy/organising educational events) • Speaking in USA
- 53. Beware Burn out and …..Don't forget your vision
- 54. If…Rudyard Kipling • If you can keep your head when all about you Are losing theirs and blaming it on you, If you can trust yourself when all men doubt you, But make allowance for their doubting too; ……If you can dream—and not make dreams your master; If you can think—and not make thoughts your aim; If you can meet with Triumph and Disaster And treat those two impostors just the same; If you can bear to hear the truth you’ve spoken Twisted by knaves to make a trap for fools, Or watch the things you gave your life to, broken, And stoop and build ’em up with worn-out tools: If you can talk with crowds and keep your virtue, Or walk with Kings—nor lose the common touch, If neither foes nor loving friends can hurt you, If all men count with you, but none too much; If you can fill the unforgiving minute With sixty seconds’ worth of distance run, Yours is the Earth and everything that’s in it, And—which is more—you’ll be a Man, my son!
- 55. Simons letter:
- 56. Top Tips • Know & develop yourself • Build your network • Know & believe in your vision • There is no ‘I’ in team • Think team, task, individual • Reflect & celebrate the positives • Grasp the opportunities open to you • Beware of Burnout • Work/life balance ………………………….. ………….….do as we say not do as we do!
- 57. Pam Bostock: pam.bostock@nhs.net Karen Vernon: karen.vernon@srft.nhs.uk Michelle Davies: michelle.davies@poole.nhs.uk
Editor's Notes
- Pam: Trained in 1984 at Derby school of OT Worked in Burton hospitals group as rotational basic grade, senior 2 then senior 1 then clinical specialist OT – in Neuro Part time from 1990- had 3 boys From 2005 joined ESPCT as a clinical development facilitator for neurology Then developed AAT in Community – MDT for people with progressive neurological conditions and became team lead, then Consultant OT Completed MSc form 2006-2011 Joined Tims around 2007 Co chair Therapists in MS Contributed to national documents including NICE
- There is a real difference between leadership and management – and we have to acknowledge this as in the nhs these 2 roles have sometimes become blurred into one. MANAGEMENT is about developing and following processes and procedures Time management productivity Outputs and costs LEADERSHIP Is about inspiring, innovating, thinking outside the box, Motivating others empowering decision making Woodcutter story
- Many believe that leadership has to be built in layers and that to become a leader of a team or service you already have to have some layers in place. Top layers or icing may put people off having this in their minds as an achievable goal.
- There is not a queue of MS or Neurological professionals queuing up to become the next team/service lead ?Discussion about retirement of a lot of MS Nurses & succession planning
- Leaders start out with a belief They may prove or disprove that belief by the evidence they collect along the way - using : Networks Literature Shadowing Conferences Training Being with others– especially people of influence to share and grow ideas
- REMEMBER You cant sell a product you don’t believe in !! Your own belief and knowledge helps to convince others
- Once a ‘leader’ has what they consider is a really good idea – fully secure in their knowledge – their is no stopping them
- Task needs – common vision, defining and achieving goals/objectives as a team, reviewing performance Team needs – relationships, team spirit/morale, working as cohesive unit, communication, aim to ensure whole is better than sum of it’s parts Individual needs – ensure individuals feel they belong, individual personal needs, motivating, reconciling conflicts, training and development
- TO b
- Being a leader is hard. There will be set backs as well as successes Need to be resilient to bounce back after a set back, Need to be gracious when achieve success – the success is not yours – but the raft of people you have bought along the way with you, and who have worked hard to achieve the goal, and for the people who will benefit from that action Its like playing a game of snakes and ladders – your never too sure what direction your project will take – it will have ups and downs – periods of being ecstatic when a plan looks likely to succeed, - but often a delay will be imposed to consider checks and balances – usually by finance – but also by personalities A good leader will not force a plan, - but will look at options and alternatives, and allow people to progress at their pace. Some Health Coaching techniques used with clients may be useful in this scenario with the people you are trying tinfluence
- Leadership is not achieved in layers – it is a mixture of experiences and behaviours which we learn from and develop over time.
- Bumpy Road – leadership is never straight forward – have to be prepared for this: Well established team & individual processes – reluctance for change/different priorities for different team members Felt as fast as I was trying to move things forward, things were being unravelled behind my back Difficult when you are trying so hard to be fair and improve things to be criticised for the opposite. Easy to look at the glass half empty but need to remind yourself that it’s half full (also my need for gin sometime at the end of a hard day!) Resilience – have to stay strong and believe there is light at the end of the tunnel!
- from Staff nurse to senior sister, worked there for 13 years thought id be there till I retired.
- 1998 : Community Neurology Nurse: innovative post, paid for by (PCG) GPs across East Cheshire MS, MND & PD. Close working link with Manchester Neurosciences Eli Lily award Part of group of nurses involved in submission to NICE for rilutek. On the PDNSA committee began to see the power of a collective nurse voice 2004: MS CNS at WCNN 2007: Quintiles 2011 SRFT
- Trained in Derby – graduated in 1984 – Neuro placement in QE Began work in Burton hospitals, band 6 after 18 months. Worked with some inspirational Physios including Erica Malcolm – Bobath Tutor – did basic and first advanced course with. One of first Ots to complete advanced course Because of this began to teach some local courses, and joined some regional network groups Built knowledge/ information/ interest in neurology/ Promoted to Clinical Specialist OT
- AAT started in 1986/7 as YDT First time pathway for proactive management – mainly MS/CP/SI some CVA Realised that with regular assessment could stop situations becoming chronic, and prevent unscheduled and protracted hospital admissions Dr Sheldon on Retirement quote Ots requested to assess and report on clients – but not attend meeting – after 3 years, OT and physio not only invited to meeting – but permanent position along with admin support and HCA! (my nagging!) AAT: AHEAD OF ITS TIME? Many original concepts included into the MST MSFV 2016 (symptom management Disease Modification Neuro rehab With MDT work and care coordination supporting this and giving family and carer support goals: Minimise disease impact Maximise self management Promote well being Avoid complications
- My most proud achievement was getting the funds to form the new AAT in the community, MDT solely for people with progressive neurological conditions, and the fantastic team members we have, and the work they do to this day. Many for the team are founder members – since 2005 - an achievement in itself – but a worry about succession planning . Monies for this team came from the contacts I had made in: QHB – (business case for 2 neurologist Medical officer (Dr Shledon) – agreed to release 1 post so I could sued it to build up the rehab team to support it. Sharon Haffendon – MSS – got recurrent DOH funding for MS Nurse position and My own team leader position Pump Priming parkinson’s UK Local MS Branch supported Admin role for 3 years
- … but – as you are asked to do more and more exciting things – its really important to remember 3 things : 1. Leaders are naturally inquisitive – they get excited by new initiatives and struggle to say no!! The burden of this is that its really easy to get overwhelmed and loose perspective… and control That can lead to burn out 2. Don’t forget your vision – where and how it started, what your intensions were, and who you are ‘campaigning for 3. The most important people are your ‘followers’ - your team – the people who are helping to create and sustain that vision, and supporting the people the vision was created for. Remember the job of the leader is to grow, nurture, sustain, encourage, motivate and inspire others to carry on developing and supporting our service users. Burn out: Work-related causes of burnout Feeling like you have little or no control over your work. Lack of recognition or rewards for good work. Unclear or overly demanding job expectations. Doing work that’s monotonous or unchallenging. Working in a chaotic or high-pressure environment. Lifestyle causes of burnout Working too much, without enough time for relaxing and socializing. Taking on too many responsibilities, without enough help from others. Not getting enough sleep. Lack of close, supportive relationships. Personality traits can contribute to burnout Perfectionist tendencies; nothing is ever good enough A pessimistic view of yourself and the world The need to be in control; reluctance to delegate to others; Arlette Janssens
- When my Dad died, (a colliery manager of over 40 years ) one of his staff gave me thjs poem Fair – give everyone a second chance (not third) Went down mine every day Knew how to do many of the jobs Wouldn’t ask someone to do something he felt he couldnt achieve himself Was a leader others wanted to follow = inspired many to grow and develop to their potential – and was so proud when they did leadership is about tenacity, kindness looking after others… and yourself, but above all humility.