Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013

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Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk

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Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013

  1. 1. Open, transparent andvisible leadership..and why medical leadership?Dr Mark NewboldCEO, Heart of England NHS FT21 June@drmarknewbold www.marknewbold.com
  2. 2. OutlineWhat is the leadership challenge?What style and approach do we need fromour leaders?Why is medical leadership important?Are we using our medical leaders to besteffect?
  3. 3. Intro
  4. 4. IntroHistopathologistRange of clinical management rolesAspiring CEO programme in 2007CEO since 2007Transformation of hospitals, and leadershipRole of social media
  5. 5. Outline
  6. 6. The big challenges• Balancing quality, performance and money• Improving outcomes• Creating a culture of safety and compassion• Transforming care from acute to long term conditions model• Joined up, dignified and appropriate care for the frail elderly• 7 day working• Leading in a ‘goldfish bowl’ and being accountable• Tackling health inequalities and improving preventative care
  7. 7. The big challenges• Balancing quality, performance and money• Improving outcomes• Creating a culture of safety and compassion• Transforming care from acute to long term conditions model• Joined up, dignified and appropriate care for the frail elderly• 7 day working• Leading in a ‘goldfish bowl’ and being accountable• Tackling health inequalities and improving preventative carequestioninginvolvingclinical engagementempowering, culture of excellencecommon purpose, credibleresilient, inspiring, innovativecollaborativeclinical engagementopen, transparentengaging, trustedbroad view, ‘doing the right thing’
  8. 8. Outline
  9. 9. NHS leadershipThere is no…hidden / political / managerial agenda, or ‘black book’There are…inherent challenges that are complexThe job is to…improve care quality, while transforming services, withinavailable resources – and take people with usLeaders must be able to…manage, understand and work through complex issues,engage and inspire staff, build a relationship with thepublic, work with partners –and - take criticism, bescrutinised, manage upwards!
  10. 10. There are frustrations!top down, directive harsh performance culturenarrowly focused targetsorganisation trumps systemrules can trump principlesecrecy is ingrainedmediaprofessional conservatismMP’s
  11. 11. build a regular dialoguea person not a bureaucratopen up managerial decision-makingbe accessible and transparentshare the dilemmas andcomplexitiesto build trustwe need a new style of leadership…
  12. 12. …and a new way of engaging?Traditionally we use…comms for ‘telling’engagement for ‘asking’but in todays connected world weneed to be part of the debate
  13. 13. Our strategy‘power lies in connections and networks’‘issues are debated continually, be part of it’‘hierarchies are flattening – be accessible, ready to give a view, andwilling to be challenged’separate CEO and organisation- make the CEO ‘human’: personal, open, transparent- organisation: info, listening, messages, informingaim is to build relationships, trust, andunderstanding
  14. 14. Twitter - social media types, health and socialmedia types, doctors, nurses, midwives,commentators, public, patients, campaigners,patients and relatives, complainants, local‘watchers’, staff – HEFT and NHS-wide, peers,colleagues, Think Tank people, academics,organisation accounts, journalists, MP’s, policypeople, commercial, comms and spoofs!LinkedIn – similar but higher proportion ofcommercialBlog – as above, but many more unknowns!
  15. 15. ..staff andcolleaguesrespond ..
  16. 16. . as do complainants, satisfied customers, those wanting help, and journalists!
  17. 17. #, live tweeting, twitterchats
  18. 18. SoMe creates opportunities!
  19. 19. Is it a worthwhile use of my time?many followers, including staff, ‘customers’, publicmany readers, including staff, peers, and influencersqueries and complaints come increasingly via social mediaI feel informed and ‘in touch’being open & transparent is building trust and confidencein organisationAble to influence opinion, land messages, generate debate
  20. 20. Howtransparent amI?
  21. 21. Has transparency beenachieved?i am contactable by anyonei am ‘out there’ and part of debateanyone can debate current issues with mei can be challenged by anyonemy views are stated and open to commentdetails of my decision-making, and how I spend mytime are open and available for all to read
  22. 22. Outline
  23. 23. It’s a ‘clinical’ agenda we must deliver• Balancing quality, performance and money• Improving outcomes• Creating a culture of safety and compassion• Transforming care from acute to long term conditions model• Joined up, dignified and appropriate care for the frail elderly• 7 day working• Leading in a ‘goldfish bowl’ and being accountable• Tackling health inequalities and improving preventative care
  24. 24. Outline
  25. 25. Medical leaders bring…clinical understanding and expertisevalues / vocationindependence of mind (!)ability to create consensus with colleaguesThey also…understand real challenges bettercommit most NHS resource
  26. 26. What do CEO’s want from medical leaders?guidance and adviceclear clinical planning / strategycreation of clinical consensusconstructive involvement in ‘real world’ debate on resource /constraintsleadership on outcomes and quality
  27. 27. Some advice to medical leaders…management - not ‘dark art’ - is about people and theirmotivationsbe straight, honest, principled, and......be prepared to take difficult decisionsconsult often, be clear and openpolicies are broad – it’s the interpretation and implementationthat really mattersalways understand the wider contextseize the initiative, don’t waitit’s not about ‘them’, it’s about us!
  28. 28. …and finallydon’t worry about being able to read spreadsheets and budgetstatements!concentrate on what you uniquely bring, and work with yourgeneral manager colleaguesand…never forget that your real mandate comes from your patients,your colleagues and your public… not from your manager!THANK YOU!

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