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Leadership Development and Talent Management
This document summarizes presentations from Peter Homa CBE, Chair of the NHS Leadership Academy, and Paul Jebb, Deputy Director of Nursing at Southport & Ormskirk Hospitals NHS Trust. Peter Homa discusses his 37-year career in the NHS, emphasizing the importance of self-knowledge and continuous self-improvement for leaders. He stresses applying for the right job and empowering those more able than yourself. Paul Jebb outlines his career progression in nursing, including international experience that taught him the value of collaboration. He describes leadership programs to develop nurses' strategic skills and influence. These programs aim to increase the number of nurses ready for senior roles and develop leadership at all levels of the workforce.
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Leadership Development and Talent Management
- 1. Leadership Development & TalentManagement Peter Homa CBE, Chair, NHS Leadership Academy. Paul Jebb, Deputy Director of Nursing (Quality), Southport & Ormskirk Hospitals NHS Trust.
- 3. 3 Privileged scar tissue… •Part time chair, NHS Leadership Academy • 37 years NHS Management, 27 as a Chief Executive • CE: Commission for Health Improvement 1999 – 2003 • Chair: Association of UK University Hospitals (2013 - 2017) • Expert Advisor to Sir Robert Francis: Mid Staffordshire and “Speaking Up” enquiries • HEE/HEFCE Medical Expansion Panel (2017-18) • “We live life forwards and understand it backwards” (Søren Kierkegaard, 1813 – 1855)
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- 5. 5 My story –life line
- 6. 6 My story –life line
- 7. 7 “Dear me…”, youcan’t lead others until you can lead yourself • Value of values • Self knowledge and leadership – we are more constrained by ourselves than others • Learning and personal development – work as a life-long seminar, learning to be yourself more skilfully • Continuous quality improvement: the question is not if the improvement opportunities exist but if we chose to take them • Time and energy management (fitness regime) • Applying for the right job • Always appoint people more able than yourself and support them to excel
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- 9. Paul Jebb, DeputyDirector of Nursing (Quality), Southport & Ormskirk Hospitals NHS Trust.
- 10. 10 “The NHS performsan extraordinary service and is staffed by some extraordinary people, but the whole organisation could and should be made more effective by the application of some common-sense tactical and strategic thinking” Rose 2015
- 11. Leadership..…. Nature orNurture.. • Leadership roles at Primary school – developed library • High School – Deputy Head boy – leading • Auxiliary Nurse - Always made sure others had a voice • Challenged process of getting into nurse education
- 12. Nurse Education 1993- 1996
- 13. Influence at allLevels
- 14. We Are GlobalNurses…. • Exchange programme with Nurse Education establishment in North Italy • Challenges faced in UK – similar all over globe • Learning – we should work more collaboratively & learn from work done wider than UK
- 15. 15 Life Time line 2008 Moveto Central Manchester to enhance skills in general management - became directorate manager late 2009 Children need their dad... moved back to Blackpool to project manage the Productive series 2010 Blackpool - Assistant Director of Nursing (Patient Experience) 2014 seconded to NHS England National Patient Experience team - implemented Always Events® 2016 Associate Director of Nursing - UHMBT Mental health lead -ensuring parity of care within Acute physical health services 2018 secondment as Deputy Director Southport & Ormskirk - suppoering CQC Prep and Quality improvement 2016 Completed NHSI/NHS England/HEE/LSBU Aspirant Executive Nurse Leader Programme
- 16. Aspirant Executive NurseLeader Programme • Develop leadership capability of nurses who were perceived to have the potential to be appointed as Executive nurses within eighteen to twenty four months • Develop gravitas as well as knowledge. • Understanding the nature of strategic leadership • Understanding emotional labour and its impact on gravitas is evident for influence • Positioning Nursing to make the maximum contribution to organisational and public goals • Develop critical leadership thinking to produce more effective Nursing outcomes.
- 17. 17 Aspirant Course Evaluation– Recommendations • Leadership development focused on specific senior nurse roles should be offered. • New models of leadership need to be explored and students equipped with a toolkit of leadership behaviours. • Debate is an effective way of triggering the mechanisms require to develop leadership capabilities • Explicitly develop the knowledge base to: • Create and promote professional nursing practice environments • Add value to the delivery of organisational goals
- 18. Influence in manyareas…. My learning • As a Leader, need to influence others & wider agendas • Understand limitations – but know who to ask! • Encourage people to get involved in activities – • NMC/RCN/NHSI/NHS England etc. • Develop self and develop others – coaching & mentoring • The value of relationships • Visibility is key – also gives assurance around processes • Give people a voice – sometimes people need permission to act/learn
- 19. NHS England &NHSI ongoing work…. • Each region has its own financially supported programme, • Tailor made intensive development programmes. • Increase the supply of 'Ready Now' Directors of Nursing includes a specific focus on leadership for inclusion and diversity as well as integrated working. • Talent Management and leadership programmes have now expanded • To ensure we have leaders at all levels. • More recently, more programmes have been developed for developing talent in other parts of the workforce for example • Developing newly qualified band 5 nurses - a pilot run through March 2019 by Florence Nightingale Foundation. focus on nurturing leadership talent early to promote aspirations and retention. • Career oversight and coaching/ mentorship for nurses from a BAME background within Band 8c positions and above. • The Minerva programme , aimed at retaining talent of retired , credible DoNs • Build the talent line framework of 2019/20 and beyond , in line with thinking and needs of the workforce, ensuring it contributes to the LTP objectives.
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Editor's Notes
- #20 NHSE / NHSI have been running a National talent management and leadership programmes for over two years, in partnership with the leadership academy. Talent Management and leadership programmes have now expanded Include ward/team leaders, matrons, aspiring Deputy DONs, new and aspiring Heads of Midwifery and Directors of Midwifery. More recently, more programmes have been developed for developing talent in other parts of the workforce for example Developing newly qualified band 5 nurses - a pilot run through March 2019 by Florence Nightingale Foundation. focus on nurturing leadership talent early to promote aspirations and retention. Career oversight and coaching/ mentorship for nurses from a BAME background within Band 8c positions and above. The Minerva programme , aimed at retaining talent of retired , credible DoNs . Developing an NHSE/ I register of experience that then can be called upon by trusts to support existing DoNs who may be experiencing difficulties in their role. Aim is to retain some of our most precious talent and use this to nurture our existing most senior nurses. Work with the incoming Chief People office to build the talent line framework of 2019/20 and beyond , in line with contemporary thinking and needs of the workforce, ensuring it contributes to the LTP objectives.