3. Accountability Leader rounding:
Grid:
to better serve
skills acquired in physicians, patients and
leadership sessions are staff
shared and applied back on Leaders round to: build
the job relationship, be a
model, mentor, assess
employee morale
Performance Performance
evaluation: standards:
evaluate overall tracking progress towards
performance based on job meeting system year end
responsibilities, satisfaction goals
, patient
safety, quality, individual
goals .
4. Accountability grid
Accountable grid ensures that skills acquired in leadership sessions
are shared and applied back on the job
The Accountability Grid is a tool that identifies what leaders need to
do to share the key concepts taught at each quarterly Leadership
Development session. The grid is simply an Excel spreadsheet that
leaders use to record their “wins” (action taken and results) and report
back to their immediate supervisors.
5. Leadership Rounding
Rounding is done to better serve physicians, patients and staff
• Leaders round to: build relationship, be a
model, mentor, assess employee morale
• After rounds leaders to record the current priority
focus, record the issues, wins and follow-up items. It also
serves as a reminder to connect with registry staff, employees
on leaves, new employees
7. Performance standards
Tracking progress towards meeting system year end goals:
• Pillars of performance are used e.g.
Quality, Service, People, Finance, community
• There are targets set under each pillar that align individual
leader’s goals with their department, division, entity
and, ultimately, with the entire health system.
• Report cards: used to measure success in meeting system
performance . The results will be used to track progress.
8. Succession Planning for Partnerships
• This tool provides a snapshot of how strategic planning can lay
the groundwork for success in succession planning. It shows
the steps needed to make the two processes intertwine
• What is your vision for your company
Step 1 or organization over the next 5 years?
• What are the leadership skills you
Step 2 need tomorrow?
• What structure will best create value
Step 3 for the company or organization?
9. Leadership Styles
• This tool describes four different leadership styles. It shows
you how to identify your own style, and then provides a chart
showing the strengths and weaknesses of each style.
11. Leadership self assessment
tool
These tool helps you to manage your own learning and
development by allowing you to reflect on which areas of
leadership framework you would like to develop further.
12. Leadership & Quality
Improvement
Step I: Building the will to make
improvements as quickly as possible
Step II: Generating and spreading ideas
Step III: Successfully introducing change
13. Search strategies
• The list of the first four tool was taken from sharp health care
website and then we found out that these tools can also be
applicable to leadership in different health centres. Through
google search
• The Leadership assessment was taken from NHS institute of
innovation website( google was used)
• Used google scholar using keywords: ‘quality improvement
leadership’
• Via google using keywords ‘ leadership tool’
14. Collaboration process
• We discussed about the division of tasks and decided that
Trang and Juta would work together on leadership tools and
Eva would work on the use of leadership in quality
improvement
• Juta was identified as the presenter.
• We decided to meet before the presentation to finalise our
work
15. References
• http://www.leadingresources.com/learning/tools/leadership/leadershipst
yles/. CRI Leading Resources Inc, For leader and leading organizations, n.d.
Web. 15 April.2012.
• NHS institute of Innovation and improvement(2011). Leadership
framework: self assessment tools. Uk: Right management inc
• Public Health Wales. The Quality Improvement Guide: Teamwork and
Leadership
• Sharp health care(2012). The sharp experience: leadership tools.
http://www.sharp.com/choose-sharp/sharp-experience/leadership-
tools.cfm
• U.S. Department of Transportation, National Highway Traffic Safety
Administration. (1996) A Leadership Guide to Quality Improvement for
Emergency Medical Services (EMS)Systems
Editor's Notes
These tools are used by leaders to build relationship with employees, assess and mentor staff, track the progress for system year-end goals.
These tools are used by leaders to build relationship with employees, assess and mentor staff, track the progress for system year-end goals.Accountability grid The tool that identifies what leaders need to do to share the key concept taught at leadership session. Leader rounding: a skill used better service patients and staff. Leaders round off in own areas to build relationships and to connect the team to purposeful worthwhile work.Performance evaluation: to align staff performance and provide accountability to set up goals. Provide staff evaluation in performance of job responsibilities based on job responsibilities standards, professional development, customer satisfaction , patient safety, quality, individuals goals. Performance standards: these used for tracking progress towards meeting system year end goals
It’s a logical and necessary step in the process of an orderly transition from one generation of leaders to another. For partnerships, the questions of succession planning are double-edged: Not only are you picking tomorrow’s organizational leaders, you are also selecting its future owners. Thus you need to evaluate a person’s fitness for operational leadership as well as their suitability for ownership.Step 1: What is your vision for your company or organization over the next 5 years? For example, if you plan to expand geographically, or invest in different product or service lines, those decisions paint a picture of a future quite different than where you are today.Step 2: What are the leadership skills you need tomorrow? How will they be different from the skills you have today? Imagine your next generation of leaders. What will they need to do more of? Less of?Step 3: Consider the future structure of your management team. What roles do you envision? What structure will best create value for the company or organization? Are there people who will fit into the different roles you’ve envisioned?Referencehttp://www.leadingresources.com/learning/tools/leadership/individualdevelopmentplan/. CRI Leading Resources Inc, For leader and leading organizations, n.d. Web. 15 April.2012.
When you take the Straight Talk survey, you discover where you “fit” on the matrix below. Each of the four quadrants reflects one of the four basic communication styles. For example, if you are a Persuader, Dictator, Explorer or Initiator, your basic style of communicating is Director. If you are a Charmer, Entertainer, Diplomat or Socializer, then your basic style is Expresser.Referencehttp://www.leadingresources.com/learning/tools/leadership/leadershipstyles/. CRI Leading Resources Inc, For leader and leading organizations, n.d. Web. 15 April.2012.
Once you’ve figured out your communication style, refer to the chart below for the corresponding leadership style:Director > commandingExpressor > innovatingThinker > DeliberatingHarmonizer > caringReferencehttp://www.leadingresources.com/learning/tools/leadership/leadershipstyles/. CRI Leading Resources Inc, For leader and leading organizations, n.d. Web. 15 April.2012.
References:NHS institute of Innovation and improvement(2011). Leadership framework: self assessment tools. Uk: Right management inc
