management within the public organisation setting leadership and collaborative working to improve...
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Management within the public organisation
setting
Leadership and collaborative working to improve population health and wellbeing
West Midlands Public Health Practitioner Development Scheme
Rachael Cox, Andrew Hood & Nicola Wright (Specialty Registrars in Public Health)
AIM: Overview of the application of management theory including leadership,
individual and team development, change and performance management
• Outline the various management models and theories
• Critically discuss management techniques for the individual and team development and partnerships
• Critically discuss the application of evaluation, audit and standard setting to improving quality
• From feedback: address conflict resolution and day to day management issues and leadership experiences
Learning Objectives
Agenda
1. Who are you?
NHS - Health Improvement
Local Authority - Health Improvement
Local Authority - Other
Other
Clinical
Non Clinical
Line Manager
Non Line Manager
Total responses = 12
2. Awareness of management tools
Myers Briggs Belbin Jung0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
formally assessedtaken part inawarenever heard of
3. Your current duties and tasks
Total respondents = 12
0
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4
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Least Interested Interested Quite Interested Most Interested
4. Your interests for today....
Theories of leadership and management
Practical methods for improving management and leadership
Developing strategies for dealing with other people’s styles
Managing workloads where partnerships/ different priorities exist
Feedback from the 2011 session
Methods for understanding your management and leadership style
Working with teams: What makes a good team and performance management for improvement, conflict resolution
Successful partnerships: opportunities and challenges and managing change
Agenda
Styles and attributes of leaders and managers
Exercise One: Famous Leaders
Understanding your Management Style
Myers Briggs
Health Warning• Very quick and dirty: four questions
• Assess the PREFERRED ways of thinking and behaving
• No indication of intelligence, suitability or potential
Four questions with two different descriptions of personality "preferences”.
Each question: Read both sets of descriptions and decide which list describes you better
Try to answer as you really are, not how you may wish you were, or have to be at work.
http://www.personalitytype.com/career_quiz
Instructions
Myers Briggs
Introverts' energy is primarily directed inward,
towards their own thoughts, perceptions, and reactions.
Extraverts' energy is directed primarily outward, towards
people and things outside of themselves
.
Talk more than listen
Think out loud
Act, then think
Like to be around people a lot
Prefer a public role
Can sometimes be easily distracted
Prefer to do lots of things at once
Are outgoing & enthusiastic
Listen more than talk
Think quietly inside your head
Think, then act
Feel comfortable being alone
Prefer to work "behind-the-scenes"
Have good powers of concentration
Prefer focus on one thing at a time
Are self-contained and reserved
Where is your energy directed?
E I
INtuitives are interested in connections between facts and their meanings. They
tend to be creative, imaginative, theoretical people who trust their
hunches.
Sensors notice the facts, details, and realities of the world around them. They tend to be practical and
literal people, who trust past experience and often have
good common sense.
Focus on details & specifics
Admire practical solutions
Notice details & remember facts
Are pragmatic - see what is
Live in the here-and-now
Trust actual experience
Like to use established skills
Like step-by-step instructions
Work at a steady pace
Focus on big picture & possibility
Admire creative ideas
Notice anything new or different
Are inventive - see what could be
Think about future implications
Trust their gut instincts
Prefer to learn new skills
Like to figure things out themselves
Work in bursts of energy
What kind of information do you use?
S N
Feelers make decisions based primarily on their values and
how they feel about the choices. They tend to be
sensitive, empathetic and strive for harmony.
Thinkers make decisions based primarily on what makes the most sense and what is logical. They tend to be analytical, and are convinced by logical reasoning
Make decisions objectively
Appear cool and reserved
Convinced by rational arguments
Are honest and direct
Value honesty and fairness
Take few things personally
Are good at seeing flaws
Are motivated by achievement
Argue or debate issues for fun
Decide based on values & feelings
Appear warm and friendly
Are most convinced by how you feel
Are diplomatic and tactful
Value harmony and compassion
Take many things personally
Are quick to compliment others
Are motivated by appreciation
Avoid arguments and conflicts
How do you make decisions?
T F
Perceivers like to keep their options open and are
comfortable adapting. They tend to be flexible, curious
and nonconforming.
Judgers prefer a structured, and fairly predictable environment, where they can make decisions and be settled. They tend to be organised and productive.
Like to have things settled
Take responsibilities seriously
Pay attention to time, usually prompt
Prefer to finish projects
Work first, play later
Seek closure
See the need for most rules
Like to make & stick with plans
Find comfort in schedules
Like to keep their options open
Are playful and casual
Less aware of time, may run late
Prefer to start projects
Play first, work later
Difficulty making some decisions
Question the need for many rules
Like to keep plans flexible
Wants freedom to be spontaneous
What environment makes you most comfortable?
J P
What is your type….?
ISTJ Inspector ISFJ Protector INFJ Counselor INTJ Mastermind
ISTP Operator ISFP Composer INFP Healer INTP Architect
ESTP Promoter ESFP Performer ENFP Champion ENTP Inventor
ESTJ Supervisor ESFJ Provider ENFJ TeacherENTJ
Fieldmarshal
http://www.teamtechnology.co.uk/
myers-briggs/myers-briggs.htm
Practical steps
Mentor
PDP
360°
LQF
Impartial
Good Listener
Supportive
Non-judgemental
Skilled in feedback
Interested
Bayley et al (2004) The good mentoring toolkit for healthcare
www.nhsleadershipqualities.nhs.uk
45 mins ….
“The NHS needs people to think of
themselves as leaders not because
they are personally exceptional,
senior or inspirational to others, but
because they can see what needs
doing and can work with others to
do it”(Turnbull James, 2011)
WORKING WITH TEAMS
Working with Teams
The Good• Components of a successful team• Diagnostic tool
The Bad• Managing poor performance and
conflict• Improving services
Your experiences....
What do you want from:
• Team of directors• Your department • Your operational team
How you behave: do you need to adapt to each team?
Diagnostics
Developing an Understanding of how your Leadership affects Others
Managing the bad
A (brief) introduction to avoiding conflict managing poor performance, and improving services
Staff: Performance management
Services: Audit
Conflict Resolution
**** ADD ANDREWS SLIDES HERE****
Performance Management
Your organisation: Policies & procedures, training, HR
Documentation: One to ones, agreements, job descriptions, letters and emails
Your skills: professional, motivational, patience
AuditPrinciples for Best Practice in Clinical
Audit
NICE (2002)
Also….
• Balanced scorecards
• Key Performance indicators
• Service Improvement
Find out more: www.institute.nhs.uk
15 mins ….
“Teamwork is the ability to work
together toward a common vision. The
ability to direct individual
accomplishment toward
organisational objectives. It is the fuel
that allows common people to attain
uncommon results”
(Unknown)
WORKING WITH PARTNERS
Working with Partners
Share some case studies....
• Opportunities and Challenges
• Tips for managing change in successful partnerships
Working with community groups, voluntary bodies, other public sector organisations, businesses, patients, members of the public or groups of staff
• Change or improvement is achieved through inclusive partnership working
• The scale of achievement could not have been made without the contribution of partners
• All organisations have made a significant contribution to the achievement of the aims of other partner organisations that has benefitted the local community
Health Services Management Centre - Uni of Birmingham
Types of partnership
Co-operate: Partners may share information. No joint planning, resources are kept separate
Co-ordinate: Partners will do some planning together. Sharing and responsibilities, resources and risks
Collaborate: Organisational changes so that there is a higher degree of shared leadership, control, resources and risk sharing
Developing a West Mercia SARC
NHS: lead organisation for the development of sexual assault services for victims together with the police
....and....
Physical Activity Strategy
Background to Partnership
• Physical Activity Strategy due for renewal 2010
• Usually led by PH and the PCT• Originally asked to do the narrative
• Actions and outcomes needed to come from the providers of service – what could be measured, what would be an improvement etc
• Quarterly meetings with floating attendance from 8 organisations
• Attended either by lowest grade member of staff due to time commitments, or ‘the figurehead’
• Low grade staff – unable to influence and engage higher levels re strategy or data collection
• The figurehead – never gained buy-in across the organisation as they were the ‘doer’
• 2 years later – still no actions/outcomes identified by provider organisations
Physical Activity Strategy - before
• No one organisation can deliver the strategy
• Needed buy in from all organisations• Group discussed operational rather
than strategic issues • Repetitive minutes !!!• Standing still between meetings• Cycle of non-attendance, repetition,
nil action
Physical Activity Strategy - before
Leadership Issues
• Common vision
• Added value
• Willing to make changes ?
• Facilitate partnership working
• Objectives are aligned
• Mutually accountable
• Understand and respect differences ?
• Deal with conflict and frustration
• Communications are sufficient & effective
• Sharing of contributions, risks & rewards
• Equal say
Trust Issues
Managing Performance Issues
Structure fits its purpose
Roles, responsibilities & contributions clearly defined
Objectives, targets & milestones are set and owned
Adequate resources
Project management and co-ordination ?
Continuously seek improvements ?
Review the partnership
Seek to learn from each other ?
Use strengths and talents
Manage the changes
Learning Issues
A Bad Partnership
• A good thing to do, but nobody’s priority
• No decision maker (s)
• No overall responsibility for partnership’s delivery
• Being done for appearance’s sake
• ? Used as a talking shop and ‘woe are we’
• A breather from the day job
Next Steps Survey to:
• Identify strategic & operational leads from each organisation
• Whether PAS is a priority for the organisations
• What could be done differently/better
• Results to go to Health and Wellbeing Board
• Board to clarify if a priority
• Potentially, this Board will then provide leadership and accountability focus.
• Scale of change: NHS wide, local, team
• Responses to change
• Stakeholders: Public, colleagues, organisations
• Signposting: Tools for managing change
Managing change through effective partnerships
The Process of Transition
Tools for Managing Change
Change Management Toolkit• Force Field Analysis
• Communications Plans
• Stakeholder Analysishttp://www.fsdnetwork.com/
“Thinking Differently” - range of practical approaches and tools to fundamentally rethink pathways of care and service delivery.
Stakeholder Analysis
Summary
• Your style• Team• Partnership
• Thank you• Evaluation forms
Further Information....
Plan your changes well…..
…. And don’t forget your partners