Everyday Excellence:

Leadership support for Registered Managers

Presentation to Greensleeves Managers’ Forum18th June 2013

Debbie Sorkin and Terri MyersThe National Skills Academy for Social Care

Everyday Excellence:Leadership support for Registered Managers

Introduction: the role of the Skills Academy

What we think leadership means in social care

Why we think leadership matters, especially now

Supporting Registered Managers in their leadership role

How you can strengthen leadership across your service: practical (and non-costly) things you can do:

o Use The Leadership Qualities Frameworko Recruit and select for social care valueso See leadership for everyoneo Use coaching and reflective approacheso Measure somethingo Collaborate: come together in a new social care landscapeo Celebrate and influence: stand up for social care

The role of the Skills Academy: leading on leadership in social care

Backed by DH and BIS

Covering adult social care but also working with health and children’s services

Specific remit to improve leadership andcommissioning, and to support Registered Managers

Employer-led: reaching providers, trainers,local authorities and other commissioners

Membership body leadership programmes for all levelsendorsement for high quality trainers

Leadership Starts with MeLeadership Qualities Framework Leadership Development Forum

Some of our Members

Cheshire Homecare Services Ltd

Leadership: what we think leadership means in social care

Not just about authority at the top of organisations

It’s a practical understanding – and awareness – about how you do what you do, and the impact on others

So it’s about behaviours, and taking responsibility for them

And it’s everyone’s business – people working at all levels in social care

“People do not experience our values, they experience our behaviours.”

Bill Mumford, CEO, MacIntyre

Why we think leadership matters, especially now: it enables you to deliver quality care in difficult times

Unprecedented mix of circumstances: demand, supply, structural change, culturalstasis – leading to:

o Revenue challenges and funding pressures for employers – and for some, issues of managing growth/consolidation

o Need to do more – and more complex - with less

o Working with wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning

o Need for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models

o Need to re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne and Mid-Staffs

Supporting Registered Managers in their leadership role:Background context: Everyday Excellence:

Support programme for Registered Managers

New programme launched March 2013

Aims to reduce isolation, better-equipRegistered Managers for their role, strengthen leadership confidence

Expert online and phone advice on HR, legal and professional issues

Online information and resources

Membership group/community of practicewithin the Skills Academy

Funding for local networks, workshops andaction learning sets

‘Bottom-up’ approach – working with local groups, employers and care associations

How you can strengthen leadership in your service:Use the Leadership Qualities Framework

Guide to what good leadership looks like

Describes what good leadership looks likein different settings and situations

Defines good leadership for people atdifferent levels:

Front-line StaffFront-line LeadersOperational LeadersStrategic Leaders

Basis in values and behaviours that follow on from them

Grounded in everyday practice and written in plain English, so accessible to everyone

Applicable in integrated services

The Leadership Qualities Framework: how it works

Based on structure of NHS Leadership Framework

Groups behaviours into seven areas, called Dimensions

Five Dimensions relate to areas in which all social care professionals need to demonstrate leadership

Two apply specifically to senior staff

Each Dimension has four elements

The LQF takes each element and gives a short description of what quality leadership looks like at different levels

The Leadership Qualities Framework: how it can help you in strengthening different aspects of your service

Use the descriptions that show what good leadership looks like at different levels of your organisation – e.g. for safeguarding or personalisation

Use these in recruitment, induction, supervision, performance management and appraisal

Use online self-assessments for benchmarking: 360° feedback tool: 1:1 organisational assessment – to measure, track and strengthen leadership capacity

The LQF is mapped to CQC Essential Standards: so use it as part of the inspection process

Example: using the LQF to strengthen Safeguarding:

Dimension: Improving services Ensuring safety of service users

Front-line WorkerChallenges appropriately and is prepared to raise concerns about quality, safety and performance

Front-line LeaderShows that they are prepared to raise concerns about quality, safety and performance and instils a ‘safe to challenge’ culture within the team

Operational LeaderDemonstrates that they are prepared to raise concerns about quality safety and performance and instils a ‘safe to challenge’ culture within the organisation

Strategic LeaderCreates a culture where people are prepared to challenge about quality, safety and performance

Example: using the LQF to support Personalisation:

Dimension: Working with othersBuilding and maintaining relationships

Front-line WorkerInvests time and actively builds and maintains effective and respectful relationships, adopting their approach according to the individual, situation and context

Front-line LeaderModels and promotes effective and respectful relationships. Shows that relationships are critical in supporting people to live the life they want

Operational LeaderIntervenes personally to establish good relationships to support people to live the life they want. Translates policy and guidance into understandable information according to users’, families’ and carers’ needs

Strategic LeaderEstablishes and promotes and effective and respectful relationship-based culture. Ensures that practice, culture and performance are based on quality relationships to enable people to live the life they want

How you can strengthen leadership in your service: actively recruit and select for leadership behaviours and social care values

Examples: MacIntyre, Anchor – plus new values-based toolkit for employers being launched in July

The MacIntyre Profile: Great Interactions

Starting point: “what makes a great care worker?”

Led to personality profile for people who consistently deliver high quality, personalised care, and framework for

recruitment

Now shapes overall workforce policy: all employees responsible for standard of their own practice: line managers

responsible for team practice

How you can strengthen leadership in your service: see leadership as for everyone, see it as a craft, and develop it

“...there are certain aspects that must be there in any leader: intelligence and emotional intelligence are two aspects, but you can teach skills, you can give people opportunity to develop leadership confidence. “

“So while you do need some basic core principles and values and intelligence, you can teach leadership.”

Commodore Jake Moores, Head of Royal Naval College, Dartmouth: Skills Academy Seminar Series for Senior Leaders.

How you can strengthen leadership in your service: focus on behaviours and use coaching/reflective approaches

Example: Front-Line Leaders Programme

“I am now constantly assessing my own practice and have the means to better myself, which in turn creates a happier, smoother workplace, which most importantly improves the quality of service we offer.”

Leadership development for front-line or first-time leaders

Workplace-based: uses coaching and self- reflection, building self-awareness around impact on others and using outcomes as basis for action

How you can strengthen leadership in your service:measure something

Use any of the seven Dimensions and the behaviours described in them

You don’t need to be an academic or have a research grant

Ask your Staff, Service Users and Carers/Relatives

What is interesting to you?

If you measure something interesting, you’ll find something interesting

Just start – be a ‘positive deviant’

How you can strengthen leadership in your service:come together in a new social care landscape

Practice leadership - networks and forums of support, e.g. for Registered Managers

Collaborative leadership - links with commissioners – health, social care, individual

Community leadership - links with and for community groups and micro-employers: focus on assets and social capital

How you can strengthen leadership in your service:recognise and celebrate: stand up for social care

How you can strengthen leadership in your service:Celebrate and influence: stand up for social care

Social care as key driver of local economies

Social care as growth sector

Social care as local employer

Social care as community hub/link

Social care as source of innovation

Social care as source of good news stories for local media/MPs/ Councils/Health and Wellbeing Boards

Social care staff as people to be celebrated

www.nsasocialcare.co.ukdebbie.sorkin@nsasocialcare.co.ukterri.myers@nsasocialcare.co.uk