Alan Nobbs, Senior Programme Lead

Tracy Lonetto, Programme Lead

NHS Leadership Academy

Healthcare Leadership Modelv1.0

History of our Frameworks

Leadership Qualities Framework (LQF), 2002 (Specifically for senior leaders within the NHS)

Leadership Framework refreshed 2011

Medical Leadership Competency Framework (MLCF), 2008 Clinical Leadership Competency Framework (CLCF), 2011

Why revisit the LF?

The process

Healthcare Leadership Model

The Healthcare Leadership Model is made up of nine behavioural dimensions:

• Inspiring shared purpose• Leading with care• Evaluating information• Connecting our service• Sharing the vision• Engaging the team• Holding to account• Developing capability• Influencing for results

Supporting tools and resources

• On-going work: building additional resources such as case studies and personal stories, templates, guidance for specific audiences (i.e. education providers), etc.

• Supporting self-assessment tool and 360 degree feedback tool– Both tools available via Healthcare Leadership Model Appraisal

Hub

– Includes support for existing LF 360 degree tool feedback facilitators to update their training to the new tool

The wider context

• Ensuring the model informs undergraduate curriculum development – working with HEE

• Working with Royal Colleges and others to help ensure the model informs wider programmes of education and development

• Building into the design and delivery of core programmes and the wider range of Academy development offerings

• Working with NHS Employers, and linking to national work on Values-based Interviewing

• Also undertaking pilot work in the area of Talent Management

Small group discussion

• Explore the Model and discuss:– How an individual, a team, or an organisation

might use it– What else might you/they need to know?

Looking at culture

‘Every interaction by every leader at every level shapes the emerging culture

of an organisation’

Michael WestProfessor of Organisational Psychology

Lancaster University Management School

What is culture? Why is it important?

‘Robert Francis made 290 recommendations in his report, but in truth they boil down to just one – that the culture of "doing the system’s business" is pervasive in parts of the NHS and has to change.’

Stephen Dorrell, Chair of the House of Commons Health Committee

‘The greatest challenge leaders and managers in health care face is to change the cultures of NHS organisations so that they deliver high quality, compassionate care and so that all staff are focused on continually improving that care.’

Prof Michael West, Professor of Work and Organisational Psychology at Lancaster University Management School‘Culture eats strategy for breakfast’

Peter Drucker, management consultant, educator, and author

What is culture? Why is it important?

‘Culture is, of course, a term that is widely used but notoriously escapes consensual definition. Many

definitions of culture…nonetheless have in common an emphasis on the shared basic assumptions, norms, and values and repeated behaviours of particular groups into which new members are

socialised, to the extent that culture becomes “the way things are done around here”.’

Dixon-Woods M, et al. (2013) Culture and behaviour in the English National Health Service: overview of lessons from a large multimethod study. BMJ Qual Saf 2013; 0:1–10

‘When we care for staff, they can fulfil their calling of providing outstanding

professional care for patients.’

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data

Lancaster, Lancaster University and The Work Foundation.

Nature and effect of positive leadership

Leadership that emphasises care for staff and high-quality support services

Satisfied, loyal, productive and engaged employees

High-quality, compassionate care

Valued care services and patient satisfaction

Successful healthcare organisations & a highly regarded service

Adapted from the ‘The Service Profit Chain’Haskett, J.L., et al (1997)

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data

Lancaster, Lancaster University and The Work Foundation.

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data

Lancaster, Lancaster University and The Work Foundation.

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data

Lancaster, Lancaster University and The Work Foundation.

‘You can’t impose anything on anyone

and expect them to be committed to it’

Source: Edgar ScheinProfessor Emeritus

MIT Sloan School

Healthcare Leadership Model

The Healthcare Leadership Model is made up of nine behavioural dimensions:

• Inspiring shared purpose• Leading with care• Evaluating information• Connecting our service• Sharing the vision• Engaging the team• Holding to account• Developing capability• Influencing for results

Group discussion

What is your personal role in influencing organisational culture?

How important is it in your role that you think about organisational culture?

How do you think the Healthcare Leadership Model can help?

How can the Healthcare Leadership Model help?

• Focus on behaviours – observable, applicable to all staff

• Emphasis on understanding and reflecting on your impact (individual)• Self assessment and 360 degree feedback

• Indicators themselves

How can the Healthcare Leadership Model help?

• Contribute to processes and strategies such as:• Recruitment• Appraisal and/or PDP• Talent management• Organisational development• Staff development and training

• 360 degree feedback ‘Group’ Reports

What resources are out there to help?

Exploring the Hub

NHS Leadership Academy websiteIncludes:

• Resources specifically related to the Healthcare Leadership Model such as:

– Mapping resources– Guidance for using within Talent Management– Information about the self assessment and 360 degree feedback tool– Coming soon: e-learning modules focussed around each of the nine dimensions– Coming soon: case studies and personal reflections

• Access to NHSx and Membership Contenthttps://nhsx.uk/register

Healthcare Leadership Model Appraisal Hub

Hosts the self assessment and 360 degree feedback tool

https://modelappraisalhub.leadershipacademy.nhs.uk

Self assessmentUseful for:• Personal understanding and development• Appraisal and/or PDP• Talent management• Organisational development• Staff development and training

• Benchmarking

360 degree feedbackUseful for:• Same as self-assessment• Revalidation

• ‘Group’ Reports• Compare strengths and weaknesses within a

group – could be a department, team, staff at particular level or profession, development group, etc.

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Feedback reports

Next steps

Small group discussion

• What will you do to develop your own leadership action plan?

• How can you apply the Healthcare Leadership Model in your own organisation?

For more information, visit our website:www.leadershipacademy.nhs.uk/leadershipmodel

Or please contact us at:

leadershipmodel@leadershipacademy.nhs.uk