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Becoming Tomorrow’s Leaders Leadership in Health and Social Care Ken Jarrold

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Becoming Tomorrow’s Leaders. Leadership in Health and Social Care Ken Jarrold. Topics. Leadership and Management- definitions Leadership in Health and Social Care Management in Health and Social Care. Topics. What matters One approach to leadership and management-servant leadership - PowerPoint PPT Presentation

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Page 1: Becoming Tomorrow’s Leaders

Becoming Tomorrow’s Leaders

Leadership in Health and Social Care

Ken Jarrold

Page 2: Becoming Tomorrow’s Leaders

Topics

• Leadership and Management- definitions• Leadership in Health and Social Care• Management in Health and Social Care

Page 3: Becoming Tomorrow’s Leaders

Topics

• What matters• One approach to leadership and

management-servant leadership• Other thoughts on Leadership• Hard questions for would be leaders• 10 steps to leadership and management

Page 4: Becoming Tomorrow’s Leaders

Leadership and Management-definitions

• Leadership is showing the way-showing what to do next. Leadership is not dependent on role or seniority.

• Management is the responsibility for the use of resources. Management is dependent on role and includes seniority.

Page 5: Becoming Tomorrow’s Leaders

Leadership in Health and Social Care

• Leadership in health and social care may come from;

• Patients• Clients• Carers• Voluntary Organisations• Representatives of the public• Other agencies

Page 6: Becoming Tomorrow’s Leaders

Leadership in Health and Social Care

ProfessionsTrade UnionsPoliticiansTeam Managers Directors and Senior ManagersChief ExecutivesChairs and Non Executives

Page 7: Becoming Tomorrow’s Leaders

Management in Health and Social Care

• Team Managers• Directors and Senior Managers• Chief Executives

Page 8: Becoming Tomorrow’s Leaders

What matters

• What matters is the approach to leadership and management

• What matters is how you do it• What matters is what you say, what you

do and how you behave.

Page 9: Becoming Tomorrow’s Leaders

One Approach to leadership and management-servant leadership

• Robert Greenleaf’s story• AT and T• Retired at 60• A useful old age• 24 years of research writing and teaching• Servant leadership-an international

following

Page 10: Becoming Tomorrow’s Leaders

Ten Characteristics of the Servant Leader/Manager

• Listening• Empathy• Healing• Awareness• Persuasion• Conceptualisation

Page 11: Becoming Tomorrow’s Leaders

Ten Characteristics of the Servant Leader/ Manager

• Foresight• Stewardship• Commitment to the growth of people• Building community

• Larry Spears

Page 12: Becoming Tomorrow’s Leaders

Other Thoughts on leadership and management

• Surveys [Sheffield Study 1998 National Staff Surveys 2003- London Study 2004] tell us that the approach taken to leadership and management matters to the people of the NHS

• The people of the NHS work in teams• The quality of team managers is crucial to

the well being of the people of the NHS

Page 13: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Team Managers need to provide:• Support• Feedback including appraisal • Development and training• Clear job content

Page 14: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Survey of 2500 NHS Managers• Most important leadership qualities• Concern for others• Ability to communicate and inspire• Decency• Humanity• Humility

Page 15: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Sensitivity• Respect for others• Not a soft option• The leader as servant not as hero

Page 16: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• NHS leadership research highest scores for observed leadership behaviours

• Focusing effort• Being decisive• NHS leadership research lowest scores for

observed leadership Behaviours• Inspiring others• Supporting a developmental culture

Page 17: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Showing genuine concern• Encouraging change• Being honest and consistent• Acting with integrity

Page 18: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Good Boss Consultancy Group Survey- private sector

• More than two thirds of staff had been bullied or publicly humiliated

• 6 out of ten people with a bad boss have looked for a new job

• Almost 70% of workers often criticise their boss to colleagues

• Only 1% are made to feel proud and wanted

Page 19: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• More than a third of staff with bad bosses admitted to sickies

• The worst bosses;• Leave things to the last minute• Provide little or no direction• Go for easy quick fix solutions• Keep changing direction

Page 20: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Are stressed by a lack of organisational skills

• Disregard work-life balance• Are poor at identifying problems• Provide no career options• Over-commit the team• Delegate difficult and unpleasant tasks

Page 21: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• The best bosses;• Defend the team when necessary• Do not let personal life affect work • Give credit where it is due• Support career development• Always support team members

Page 22: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Are cheerful and positive• Are gently persuasive• Challenge decisions with which they

disagree• Face up to difficulties• Have reasonable expectations

Page 23: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• David Fillingham Trust CE asked A and E nurses in Stoke -on-Trent what makes good leaders?

• They said;• Integrity and support for people• Good communicator• Passion-belief in the NHS and service

improvement

Page 24: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Peter Griffiths Foundation Trust Chair/former Deputy CE NHS describes leaders as;

• Passionate about high standards of service

• Looking for improvement• Being willing to learn• Seeking consensus

Page 25: Becoming Tomorrow’s Leaders

Other thoughts on leadership and Management

• Admitting mistakes• Concerned for the treatment of people• Having realistic visions• Committed to relationships with

professional colleagues

Page 26: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Beverley Alimo-Metcalfe’s [Professor of Leadership and researcher] descriptions of leadership and leaders;

• Leadership is;• A contact sport• Asking ourselves do those I serve grow as

people?• Being obsessed with values-living inside

out

Page 27: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Connecting what I do with who I am and those I serve

• A leader is:• Someone who has more belief in others

than they have in themselves• The keeper of the faith until they come to

believe it for themselves

Page 28: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Max du Pre American industrialist influenced by Robert Greenleaf said that leadership was about;

• Polishing, liberating,enabling the gifts of others

• Bearing not inflicting pain• Believing that people are the heart and

spirit

Page 29: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Giving people space to exercise gifts and be themselves

• Behaving with consistent and dependable integrity

Page 30: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Courage is important in leadership and management

• David Wilkinson and Elaine Applebee said courage is more important than charisma

• Simon Caulkin said that leadership is about honesty, courage, and a willingness to worry a way through the hard decisions

• C S Lewis said that courage is the master virtue because it makes practice of all the others possible

Page 31: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Leadership is about action• Don Detmer American academic said that

leadership is about who you are, what you believe and doing something about it

Page 32: Becoming Tomorrow’s Leaders

Other thoughts on leadership and management

• Warren Bennis is one of the most respected thinkers on leadership. Writing with James O’Toole he said

• Real leaders demonstrate integrity, provide meaning, generate trust, and communicate values

• Real leaders move the human heart

Page 33: Becoming Tomorrow’s Leaders

Hard questions for would be leaders

• Warren Bennis and James O’Toole ask 9 hard questions of would be leaders

• 1. Do you lead consistently in a way that inspires followers to trust you?

• 2. Do you hold people accountable for their performance and promises?

• 3. Are you comfortable delegating important tasks to others?

Page 34: Becoming Tomorrow’s Leaders

Hard questions for would be leaders

• 4. How much time do you spend developing other leaders?

• 5. How much time do you spend communicating your vision, purpose, and values? Do people down the line apply your vision to their day to day work?

• 6. How comfortable are you sharing information, resources, praise and credit?

Page 35: Becoming Tomorrow’s Leaders

Hard questions for would be leaders

• 7. Do you energise others?• 8. Do you consistently demonstrate

respect for followers?• 9. Do you really listen?

Page 36: Becoming Tomorrow’s Leaders

10 Steps to leadership and management

• 5 Process steps• 1. Listen to other people• 2. Think about what they have said• 3. Exercise judgement- come to a decision• 4. Explain your decision and persuade

others• 5. See it through with courage

Page 37: Becoming Tomorrow’s Leaders

10 Steps to leadership amd Management

• 5 behaviour steps• 1. Demonstrate your commitment to the

work of your organisation and your belief in service improvement.

• 2. Respect the people you work with and take delight in their development.

• 3. Exercise empathy- put yourself in other people’s shoes

Page 38: Becoming Tomorrow’s Leaders

10 Steps to leadership and Management

• 4. Build trust by acting with integrity and living your values

• 5. Act with humility and be willing to learn

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