Leadership Development Program

February 21, 2012

Leadership Development BackgroundLeadership Development Background

• 2008: Leadership Development identified as an area of focus88 Corpus Sanchez Review8 “Building an Agile Organization: A HEALTH HUMAN RESOURCE STRATEGY. 2008-2013”.

• 2009-11: 8 Leadership Development a strategic initiative – under ACOD8 LEADS adopted for Health PEI

• 2011-128 Leadership development opportunities defined for health professionals: Nursing Leadership, Allied and

Support Leadership8 Leadership Development approaches developed for the workplace community: Responsive Leadership for a

Diverse Workplace; Leading Workplace Communities; Nursing Mentorship and Internationally Educated Nurses.

8 Leadership Supports and resources defined and put in place: Manager Resource Center; HR Policies, templates and processes; LEADS 360 surveys; defined L&D process integrated with accountability processes

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LEADERSHIP DEVELOPMENT STREAMSSTREAMS

ManagingDay to Day

Personal Leadership

GovernanceExcellence

AdministrativeLeadership

LEADS SELF

ENGAGES OTHERSENGAGES OTHERS

ACHIEVES RESULTS

DEVELOPS COALITIONS

SYSTEMS TRANSFORMATION

ADMINISTRATIVE LEADERSHIP

UPEICeridian HRA Health UPEICeridian HRA PEI

InsightsLEADS SELF

ENGAGES CommunicationConflict ManagementModern Workplace

Strategic CommunicationConflict ResolutionLeader as Coach

Labor relations Training Series

InsightsEthicsCareer Development

OTHERS

ACHIEVES RESULTS

Modern WorkplaceFeedback, etc

Leader as CoachPerformance Management

Strategic Management & AccountabilityProject Management

Accountability Templates and Guides: Finance; Strategy & Performance, Legal, Quality and Access

Financial managementProgram planning, evaluation , Project management.

DEVELOPS COALITIONS

Project Management

Stakeholder AnalysisService Excellence

Public / Patient Engagement Plans / processes. Quality teams. Horizontal projects. Accreditation

SYSTEMS TRANSFORMATION

Managing ChangeDynamic Change TheoryManaging Change

LEAN Project trainingSystem Change Projects: CMOC, UM/PF, etc

LEADS in a Caring EnvironmentM d l f Chas a Model for Change

Workplace CultureWorkplace Culture• Themes: The leader role, leadership capabilities, and processes /

relationships within the team settingrelationships within the team setting

• Current Projects8 Leading Workplace Communities:

Development Opportunity: 8 spots PCH/QEH 5 x 1 5 hr modules May Nov 2012Development Opportunity: 8 spots. PCH/QEH. 5 x 1.5 hr modules. May– Nov. 2012.8 Responsive Leadership for a Diverse Workplace

Development Opportunity: 10-12 spots. Any area. 4 X 1 day modules. Sep – Dec 2012.

• Potential New Areas of FocusPotential New Areas of Focus8 Leading Resilient Workplaces: Opportunity - build on / learn from LWC8 Leading Innovative Workplaces: What does this mean for HPEI8 Leading Effective Partnerships What does this mean for HPEI8 Leading in a 24/7 Environment: Opportunity – identified by Allied Health and Support g pp y y pp

Leadership

Supports and ResourcesSupports and Resources• Work Underway

8 Manager Resource Center8 Manager Resource Center8 Policies, templates, processes8 Integration of LEADS into job design / PQ’s8 Integration of Information into development, planning and accountability cycles. Ie.

Using LEADS 360 feedback, staff satisfaction, LWC, KPI’s, and team performance g , , , , pinformation.

• Opportunities for improvement Moving Forward8 Communication

• Potential New Areas For Definition and Development8 Coaching and Mentoring – defined approach for HPEI8 Succession Planning – defined approach for HPEIg pp

Accountability:LEADS 360 and the Development CycleLEADS 360 and the Development Cycle

Cohort Selection

Responder Selection

Development Plan &

I l t tiImplementation

Survey LaunchConversationsPriority Setting

Research

Survey CloseDebrief

Accountability:Th D l t C lThe Development Cycle

Feedback ConversationFeedback, Conversation, Planning.

Learning and Development Plan with activities, outputs and team results definedand team results defined as appropriate in line with

team plans

Implementation, Monitoring, FeedbackReview and Evaluation

Are the LDP Activities being completed as planned?

Initial changes in performance or results?

Were the activities completed as planned? Individual and team performance results as

planned?

Now that you have your LEADS 360 F db k I f i360 Feedback Information…

• Next Steps8 Engage with your LEADS 360 feedback8 Engage with your LEADS 360 feedback8 Conversations with your manager8 Research: Review available development and support options8 Develop Plan

• Opportunities8 T&D Funds available to you – excluded and unionized8 Some things are free – keep watch and take advantage8 Leading Workplace Communities (8 seats starts in May) Responsive8 Leading Workplace Communities (8 seats – starts in May), Responsive

Leadership For A Diverse Workplace (10-12 seats - Starts in September)8 Participate in “Special Projects” 8 Regularly visit and use the Manager Resource Center

• Accountability: Your supervisor will sign off on your plan and over time will review progress on your plan and results.

Dates to Watch forDates to Watch for• Leading Workplace Communities8 PCH – QEH workplace survey: Feb 13. 1 month8 High level review of results – April8 Organizational Debrief – May 9-10. Opportunity to launch fuller

discussion8 “Network”: 5 x 1.5 hour facilitated learning sessions8 Call for “Network” participants – March- April. Selection – April

• Responsive Leadership For A Diverse Workplace8 4 x 1 day modules over 4 months. y8 Program starts in September8 Call for participants: May – June

ContactContact

• Garth Waite, Organizational Development LeadGarth Waite, Organizational Development Lead

• Tel: (902) 368-5806Tel: (902) 368-5806• Fax: (902) 368-5835• E mail: glwaite@gov pe ca• E-mail: glwaite@gov.pe.ca • Manager Resource Center:

www healthpei ca/mrc/www.healthpei.ca/mrc/