Other Peoples Shoes People, Performance, Leadership and Management

Other People’s Shoes

People, Performance, Leadership and Management

Topics

• People and the other 2 factors in real change• People and the other 5 factors in performance

management• Leadership and Management – definitions• Leadership in Health and Social Care• Management in Health and Social Care

Topics

• What matters• Servant Leadership and Management• What people need from their managers• Key thoughts on Leadership and Management• Hard questions for Leaders and Managers• 10 steps to Leadership and Management

People and the other 2 factors in real change

• Real change comes from three things• 1 Developing people to their maximum

capability and capacity• 2 Making process as effective and efficient as

possible• 3 Deploying resources effectively

People and the other 5 factors in performance management

• There are 6 key ingredients in performance management

• 1 Clarity about the objectives• 2 Commitment to delivery – the will to do it• 3 Evidence of progress – good quality

information• 4 Rigour – effective monitoring

People and the other 5 factors in performance management

• 5 Resilience and staying power – coping with setbacks and keeping going until the job is done

• 6 People – getting the best from the most important resource – leadership and management

Leadership and management - definitions

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

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

Leadership in Health and Social Care

• Leadership in Health and Social Care can come from

• Patients, clients and carers• Voluntary organisations and other agencies• Professions and Trade Unions• Managers at all levels including Chief

Executives• Chairs, Non Executives and Politicians

Management in Health and Social Care

• There are 4 levels of managers• Team Managers• Senior Managers• Directors• Chief Executives

What matters

• What matters is how you lead and manage• What matters is what you say, what you do

and how you behave

Servant Leadership and Management

• Robert Greenleaf – the modern founding Father of servant leadership and management with an international following

• Ten characteristics of the servant leader and manager defined by Larry Spears

• 1 Listening• 2 Empathy• 3 Healing

Servant Leadership and Management

• 4 Awareness• 5 Persuasion• 6 Conceptualisation• 7 Foresight• 8 Stewardship• 9 Commitment to the growth of people• 10 Building Community

What people need from their managers

• The quality of managers is crucial to the effectiveness, efficiency and well being of the people they manage

• People need 4 things from their managers• 1 Support• 2 Feedback including appraisal• 3 Development and training• 4 Clear job content


• Beverley Alimo Metcalfe’s survey of 2,500 NHS managers identified 7 important qualities that people most wanted in their managers

• 1 Concern for others• 2 Ability to communicate and inspire• 3 Decency• 4 Humanity


• 5 Humility• 6 Sensitivity• 7 Respect for others• Beverley Alimo Metcalfe summarised the 7

qualities as the manager being a servant not a hero

Key thoughts on Leadership and Management

• Peter Griffiths Chair of the Foundation Trust network and former Deputy CE of the NHs in England describes good leaders and managers as having 6 qualities

• 1 Passionate about high standards of service and looking for improvement

• 2 Being willing to learn and to admit mistakes• 3 Seeking consensus


• 4 Concerned for the treatment of people• 5 Having realistic visions• 6 Committed to relationships with

professional colleagues


• Beverley Alimo Metcalfe describes leadership and management as;

• A contact sport• Being obsessed with values – living inside out• Connecting what you do with who you are and

those you serve• Having more belief in others than they have in

themselves and keeping the faith until they come to believe it for themselves


• Max du Pre said that leadership and management are about

• Polishing, liberating and enabling the gifts of others

• Bearing not inflicting pain• Giving people space to exercise gifts and be

themselves• Behaving with consistent and dependable

integrity


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

• C S Lewis - courage is the master virtue because it makes the practice of all the other virtues possible

• Warren Bennis – real leaders and managers move the human heart, demonstrate integrity, provide meaning, generate trust and communicate values

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

• 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?

Hard questions for would be Leaders and Managers

Hard questions for would be Leaders and Managers

• 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?

Hard questions for would be leaders and managers

• 7 Do you energise others?• 8 Do you consistently demonstrate respect for

others?• 9 Do you really listen?

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


• 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


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

• 5 Act with humility and be willing to learn

Topics

• People and the other 2 factors in real change• People and the other 5 factors in performance

management• Leadership and Management – definitions• Leadership in Health and Social Care• Management in Health and Social care

Topics

• What matters• Servant leadership and management• What people need from their managers• Key thoughts on Leadership and Management• Hard questions for Leaders and Managers• 10 steps to Leadership and Management

3 principles for Leadership and Management in Health and Social Care• 1 Patients, clients and carers – first, last and

always• 2 Front line staff second. Managers should

serve front line staff not the other way around• 3 Treat people as you would wish to be

treated – no bullying, no harassment, be just and fair

Documents

Other Peoples Shoes People, Performance, Leadership and Management