Posts Tagged 'BoardDevelopment'

CQC – Safety is in the hands of real leaders!

Mike Attwood has spent 26 years as an NHS Leader and is an accredited coach and editorial advisor for the Journals of Integrated Care and International Leadership in Public Services. He is also a member of the LeaderShape NHS specialist faculty.

He responds to the latest Care Quality Commission (CQC) report here:
imagesThe CQC report shows safety is still a major concern with 13% of hospitals, 10% of adult social care services and 6% of GP services rated as inadequate.

Importantly, the body identifies a need for creative, selfless leadership (rather than more technical expertise and knowledge-based solutions) and outlines three key factors that play a critical role in shaping quality services:-

1) Engaged leaders building a shared ownership of quality and safety

2) Staff planning that goes beyond simple numbers

3) Working together to address cross-sector priorities

The report places a major focus on the culture of engagement that leaders need to create far more than it stresses the formal governance processes to underpin systemic, high quality care – vital though those are, of course. This aligns with LeaderShape’s long held belief that great leaders reach out selflessly beyond their own expertise and egos to acknowledge fears and uncertainty (particularly facing today’s public services.) Leaders act as catalysts to harness the creativity and new ideas that intractable environments desperately need, to break out of the old controlling, failure-based action plans.

NHS “turnaround” regimes have been alive – but not well – since at least 2000, under many different guises. The response to CQC inadequate ratings needs a new, engaging, collaborative approach – local organisations must work together locally and the “centre” itself should seek to move beyond its critical role of judge and jury towards something more empowering.

All too often as leaders we can come from a place where we confuse true engagement with sharing our own expert message and communicating what teams need to do to improve. We can fall into the trap of merely broadcasting rather than “listening to hear” the real concerns of patients, front-line teams and partner organisations. Only by striving to listen will we unlock the new creativity and ideas that undoubtedly exist beyond ourselves.

For too long we also have tended to appoint NHS leaders to run their own institutions, leaving them to struggle and fall when the challenges they face are really whole system issues.

Perhaps now we are seeing a new wave of bravery in places like Cornwall and Greater Manchester where leaders have gained a new emotional and psychological understanding, beyond their undoubted intellectual prowess. They see that collaboration between organisations and citizens requires them to value deeply the very fact that they don’t have a monopoly on expertise; a world of ideas is out there for them to draw on.

Professor Keith Grint’s work on Tame and Wicked problems is illuminating. Wicked problems are intractable, multi faceted, riven with disagreement and not amenable to linear problem solving.

A clear example of a wicked problem is safety of care. Should we publish clear standards manuals and audit compliance? Should we accept that we will simply overspend and ramp up staffing levels? How can we expand staffing if not enough nurses are being trained? How can we openly acknowledge that safety is a problem whilst persuading the press we need proportionate, challenging journalism, not universal doom and gloom?

As the NHS Leadership Academy takes its new place within Health Education England, it too needs to consider deeply how more time, space and focus on creating selfless leadership can be built into its commissioned leadership programmes. Is it prepared to work ” out there” with real health and care systems like Cornwall on culture and collaboration?

Critically too work is needed at the centre to mirror selfless leadership beyond ego. What are the Civil Service College and others doing to support and challenge national leaders in the Department of Health, the CQC itself, NHS Improvement and NHS England? Will these institutions be brave enough to challenge their own cultures? Local NHS organisations and local authorities can helpfully resist an understandable temptation to criticise “up” and instead reach out to help the centre shift its perspective.

We sometimes do see signs of a desire for a more collaborative approach from the core but all too often we still see turnaround and “success” regimes imposed. In September 14% of NHS CEO jobs were either vacant or soon to become vacant.

The CQC lays down a considered leadership challenge. It is now time for them – and the NHS at national and local level – to find the selflessness to lead differently – and by example.

See LeaderShape Director, Duncan Enright’s original thought leadership commentary on the CQC report here

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The Arms Race in Journals Publishing Heats Up

Joe EI ALWAYS LOVE veteran author and publisher Joe Esposito’s thoughts. He is a witty and astute observer with the valuable eye of an experienced and passionate participant in research and scholarly publishing.

This year Joe has done a lot of work looking at society publishing, which is all well worth reading. The extent to which a professional or scientific society relies on publishing as a way of fulfilling its mission can vary greatly; some societies see their journals and books as the very core of their offering, whereas for others they are cash cows to support other member activity. Either way there are a bewildering range of options and new challenges thrown up by the digital shift. Commercial publishers have a lot to offer.

In this article Joe describes neatly what commercial publishers can and do offer societies (in addition to the obvious: sometimes enormous sums of money).

Looking at this from the publisher’s point of view, there are also untapped benefits (as well as the obvious financial return, “bulking up” and niche domination) from associating with societies. These include acquiring credibility, access to domain expertise, the creation or strengthening of communities or networks of authors, and perhaps strategic growth into new geographies and subject areas.

Of course there is also a very human side of this. Staff in publishing companies often come from academic backgrounds and look for the personal validation that comes from rubbing shoulders with society grandees. For a while I was, though a pretty humble physics grad, the publisher of the outstanding Landau and Lifshitz series of textbooks – The Course of Theoretical Physics. It makes me proud still, though all I did was keep them in print for a few years.

Club Elsevier, as mentioned at the end of Joe’s blog post, is much more fun when the disco floor is full of big-name society people and famous authors.

Did you know that, as an SME business, you could be eligible for Growth Accelerator match funding up to £2,000 to meet your Leadership Development needs within the business?  APPLY NOW – funds are limited and we’d be delighted to help you meet your business ambitions.

Growth Accelerator

DEVELOPMENT PROGRAMMES that meet a need to be transformational or drive change should ideally use coaching skills from a facilitator. They are designed to create ownership and insights that provide the conditions for lasting change for the individuals/ team and organisation.

Unique expertise for high growth businesses

COMPANIES WITH THE POTENTIAL to rapidly increase their turnover and/or number of employees can now apply for the new GrowthAccelerator service designed to help England’s high-growth SMEs achieve their ambitions.  Leadership and Management (L&M) is an integral element of GrowthAccelerator, seeking to develop the capabilities of leaders and their senior teams and to drive business growth.  It offers valuable match funding worth up to £2,000 each to help develop your leadership and management skills and support the growth objectives of your business. Match funding significantly increases the value of senior management development programmes you invest in – so you gain more access to the tools and skills that are most relevant to your business needs.

Businesses that have been assessed as having the ambition, opportunity and capacity to achieve high growth will be offered leadership and management development. Your candidates will learn:
•    Effective personal leadership and management styles
•    How to lead and manage high performance
•    To plan and develop an effective organisation
•    To create a joint enterprise culture
•    How to sustain growth and continuous improvement
•    To embed a culture of innovation
•    Strategies for new market entry

Currently there is no limit on the number of senior managers that can be supported.  CONTACT US NOW  to find out if you are eligible and how we can work with you.  Funds are likely to be limited so it’s important not to delay if you have a Senior Management learning and development issue we can help you address.

Advantages for you
Being part of GrowthAccelerator helps grow your client base and introduces you to the largest network of high growth business experts ever put together in England.  This unique service provides the new connections and new ideas you need for your businesses to achieve rapid growth.


GrowthAccelerator is where …

AMBITIOUS businesses go for new connections and the new ideas they need to achieve their full potential.
THE SHARPEST business brains gather to share knowledge and expertise
DRIVEN businesses go to realise their greatest ambitions
FORWARD-thinking businesses find the inspiration to leap ahead of their competitors.

Topics you may wish to tackle include:

  • Leadership styles and the role of the leader
  • Change management
  • Communication of your strategy
  • Performance management
  • Sales and marketing
  • Innovation and culture
  • Quality and continuous improvement innovation

and more….

Case Study
See how we have helped SME company, Poolia Parker Bridge develop its leaders.

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A challenge for the book industry?

2014-01-09T211337Z_4_CBREA0812MG00_RTROPTP_3_BARNESANDNOBLE-RESULTS_originalWHAT IS CHANGING is not the popularity or usefulness of the book, but the way authors create and share, and readers find and enjoy them.
Continue reading ‘A challenge for the book industry?’

Thinking like a patient, acting like a taxpayer, behaving like an emotionally intelligent leader

THE NEW NHS England CEO, Simon Stevens, is a breath of fresh air. He is offering new perspectives on the challenge to leaders, and one key message, recognised by the Nuffield Trust, is the need for organisations to work across boundaries, and to abandon a top-down approach in favour of establishing new models of care that work locally.

This is demanding for board members – how can you get the right sort of change while devolving decisions about that change? The answer Simon Stevens offers, and he is right, is to develop “values-based leadership” to create a climate conducive to the right sort of change. This will take emotionally intelligent leaders, and a questioning and challenging board, working in the interests of the public and not within organisational silos.
See Simon Stevens’ speech to the NHS Confederation here

And we have provided the response from the Nuffield Trust also.

The LeaderShape Faculty has worked with many boards and directors in the NHS to develop leadership and build strategies, so please get in touch on contact@leadershape.biz if you would like to discuss these issues with us.

Regards

Duncan Enright, LeaderShape.

 

CIPD review of Leadership Assessment for Talent Development

CIPD – People Management Magazine review

THANKS TO the CIPD’s professional journal, People Management, who reviewed John Knights and Tony Wall’s top-rated publication Leadership Assessment for Talent Development, saying:

From nine leading academics and consultants comes a thoroughly modern take on judging leaders, reflecting a world in which “knowledge is increasingly available to everyone.” By necessity there’s an emphasis on broader interpersonal skills rather than strategic (in particular the idea of the “transpersonal leader” gets a great deal of discussion), but this is still an engrossing guide for leaders or the HR directors empowering them, with some excellent analytical digressions on storytelling, coaching and diagnosing executive blind spots.

Global leadership development

GreenFern Shoots Up in India 
WE ARE PLEASED to announce a strategic development with GreenFern Leadership and Strategic Consulting Pvt. Ltd. This forward-looking company is now a Business Partner of LeaderShape in India. 

Two of GreenFern’s directors, Mohandas Menon and Jagdish Kini, also join us as Faculty Members. They have an excellent track record in business and are noted for their high ethical standards.

Managing Partner of LeaderShape India, Nikhil Nehru, says: “These new relationships will add to our expanding, dynamic team, working across India.”

And reaching further…
WE ALSO WELCOME Bangalore-based Vinesh Singh. Since 2006, he was a Vice President at India’s largest private sector company, Reliance Industries. With an academic background in management and finance from the UK and India, he has over two decades of retail sector experience with leading multinational, Bata India, in areas including Finance, Corporate and Project Management.