Fiona Jenkins and Dr. Robert

Jones Hamilton, New Zealand

1st April 2014

Ballooning topicsLeadershipManagementManagement quality

matrixThe added value

of allied healthBallooning issues

Great Leaders Can you think of a great leader?Think about men and women whom you

believe have led organisations, communities or nations to greatness?

Who do you know?How well do you know what they stood for?

“All that separates, whether of race, class, creed, or sex, is inhuman, and must be

overcome.”

Kate Shepherd

“Success is not final, failure is not fatal: It is the courage to continue that counts.”

Sir Winston Churchill

One goal – to uplift the Maori race spiritually, culturally, and economically 

Sir Āpirana Turupa Ngata 

“Kind words can be short and easy to speak, but their echoes are truly endless.”

Mother Theresa

“A good head and a good heart are always a formidable combination.”

Nelson Mandela

Incarcerated ………..

Long walk to freedom ………..

“Memories are fallible and a timer can save a lot of hard work from going out of the window”

Characteristics of Great Leaders

Kouzes and Posner 1995 n=20,000 Asia, Europe, Australia & US

What is Leadership?“Where there is no vision, the people

perish.” Proverbs 29:18

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it

ourselves.” —Lao Tzu

What is Leadership Effectiveness?

What sort of leader are you?Autocratic

Bureaucratic

Democratic

Laissez Faire

Sees themselves as sole decision maker

Strictly by the book

Joint decision making

Hands off approach

Shows little concern for others’ opinion

Relies on rules and regulations

Shares responsibility

Turns over control, delegates authority

Focuses on goal completion

Act like a police officer

Collaborates opinions

Works well when employees are self motivated

Dictates tasks Appropriate when employees are given no discretion

A concerned coach

Each to his own

RolesTask Centred People CentredLeader directs

employee work to goals

Spends timeGiving instructionsPlanningFocusing on

deadlinesDeveloping

schedules

Leader respects individual ideas and feelings

Spends timeListeningEstablishing

trustDeveloping

teamwork

Geese Lessons1.The Importance of Achieving Goals2.The Importance of Team Work 3.The Importance of Sharing4.The Importance of Empathy and

Understanding 5.The Importance of Encouragement

The Tools of a Leader

1. This is the situation2. Here is the plan3. What’s the evidence?4. Tell me more5. Remember our values6. I trust you7. You can count on me 8. We can do better9. You’re doing OK10. Let’s celebrate

Team work

Why teams?Greater than the sum of its partsA range of talents and capabilitiesInnovation & CreativityImproves communicationLearn from each otherProvide mutual help and supportTeam culture, energy, drive, commitmentIn healthcare……..reduces mortality and

harmStart a trend for others to follow

The Efficient ManagerGood organiserProcess drivenProblem solverCollects dataSaves moneyCome in on budgetTarget achieverPuts out bush firesIs a thermometer

The Effective ManagerApplies evidence baseDevelops knowledgeExploits opportunitiesSees an opportunity in every

problemInterprets dataMakes moneyPoses the right questionsSees from a helicopterInspires othersDevelops fire prevention measuresIs a thermostat - and anticipates

change

What have people said…“To be a good leader you have to show they you are a capable manager” Filochowski“You can't manage what you can't measure” Deming“What's measured improves” Drucker“There is nothing so useless as doing efficiently that which should not be done at all.” Drucker“Management is, above all, a practice where art, science, and craft meet”  Mintzberg 

“Leadership is the capacity to translate vision into reality.”

Manager and Leader Management focuses on specifics not generalities. Focus on specific things, implement specific solutions

Leadership often less specific, a wide range of situations, circumstances and requirements

Process

People

Ballooning IssuesCash strappedDemographic changes

– ageing societyPublic health issuesWorkforce efficienciesCultural needsPatient safety and

qualityData to drive decision-

makingWorkforcePathways of care

Ballooning solutions for Allied HealthThe Sky is the limit Opportunities

Keeping people healthier...for longer

Key to keeping people out of hospital

Key to minimising hospital staySupport long term condition and

end of lifeThe cost effective and efficient

solutionDefine AH career framework

Advance practiceRole substitutionBetter use of support staff

7 day workingManagement quality

Efficient and Effective Allied Health

Efficient EffectiveQualityEfficiency - best

outcomes for least cost

Access to care EquityHealthy lives

Evidence-basedOutcome

focussedPROMsPREMS

“Quality is never an accident; it is always the result of high

intention, sincere effort, intelligent direction and

skillful execution; it represents the wise choice of many

alternatives.”William A. Foster

Making the health and care systems fit for an ageing population1. Healthy, active ageing and supporting

independence 2. Living well with simple or stable long-term

conditions 3. Living well with complex co-morbidities,

dementia and frailty 4. Rapid support close to home in times of crisis 5. Good acute hospital care when needed 6. Good discharge planning and post-discharge

support 7. Good rehabilitation and re-ablement after acute

illness or injury 8. High-quality nursing and residential care for

those who need it 9. Choice, control and support towards the end of

lifehttp://www.kingsfund.org.uk/publications/making-our-

health-and-care-systems-fit-ageing-population

Career Framework for Health Workforce NZ

Relationship of Specialist and Advanced Practice

http://www.wales.nhs.uk/sitesplus/829/page/43256

7 day workingIf we are needed 5/7, why

not 7/7?Do you do some already?It needn’t cost more $Can be a good solution

for staff with carer needsRaises profile of your

serviceIts intuitively right

Management Quality Matrix1. Strategy2. Patient and service

user experience3. Clinical excellence4. Finance5. Information/

metrics6. Activity7. Staff resource

effectiveness8. Staff management

and development

9. Service improvement and re-design

10.Leadership and management development

11.Risk management12.Corporate

governance13.Communications

and marketing14.Key performance

indicators

How the Matrix is ConstructedStandardsComponentsSystematic review and evaluation

MeasurementTargets are not goals in themselves

Does Your Service Have Alignment?

Between : Strategy Vision Desired Outcomes Performance

Standard 2 Patient and Service User Experience, Patients’ views and experiences are actively sought and incorporated into service redesign 2.1 Does your service use patient

survey data to benchmark its services to patientsIf yes, can you provide evidence where

you have used this to improve services?2.13 Do you have a web site that the

public can access information about your service?

Standard 10 Leadership and Management DevelopmentThe service has effective leadership and management arrangements in place

10.1 Does the organisational structure support effective leadership and management?

10.4 Is leadership and management development programme in place for your staff?

10.10 What % of staff in leadership/ management positions have undertaken management training?

How its used Share with your team

Completed standard by standard

EvaluationSummaryAction plan

USE

What is the special contribution of AHP managers and leaders?

Leadership of integrated care

Facilitation of safe timely discharge

Skilled in capacity management

Innovative solutions Culture of effective

team workingAbility to re-design

clinical systems

Clinically credibleUnderstand the

evidence -baseComprehensive

understanding of illness, disease and long term management

Wide understanding of public health agenda

Problem solving skillsCost effective

Allied Health Leaders Can DeliverWorkforce, skilled flexible

and efficientHighly skilled clinicians,

and well trained support staff

Staff who promote self care and reduced dependency

Leaders who can prioritise for efficiency gains

Team workers with a “can-do” culture

Use Positometry

Some Resources for you

Ka kite anō