Leadership and Teamwork Development
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Transcript of Leadership and Teamwork Development
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8/6/2019 Leadership and Teamwork Development
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Steve Onyett.
Leadership and teamwork
developmentEastern Region CMHT Forum
14th December 2007
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Steve Onyett.
The 2006 NHS NationalStaff Survey
89% responded positively when
asked: Do you work in a team?
However this shrunk to 41% when the
survey explored whether the team in
question fulfilled criteria for a well
structured team
Findings consistent since 2003!
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Steve Onyett.
An auspicious time for leadershipand teamwork developmentPerformance management that is stronger on
outcome while being less centrally controlling ispromised.
Stronger local accountability advocated
In a policy context where there is good
alignment of policy imperatives with theexpressed concerns of users and carers, forexample with respect to personalised care,dignity and choice.
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Darzi interim review in the wake ofWanless
Performance is not commensurate with
investment.
Darzi stresses effective leadership and the
creation of stable contexts for service
improvement.No change unless it is an improvement!
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The challenge:
How do we achieveteam role clarity within a
complex local wholesystem?
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Steve Onyett.
Scary graphic coming upon the inter-team
relationships described in
the Policy Implementation
Guides
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Steve Onyett.Primary Health Care
Team
Early
interventionteam
Assertive
communitytreatment
In-patient
services
Non-statutoryagencies
Approved
socialworkers
Continuing care
Services for
homeless people
Psychology
Police
Criminal justicesystem
Acute medical
services
Self referral
CMHT/
Primary care liaison
team
Forensic services
Child and
Adolescent MH
Team
Crisis
resolution/Home
treatment team
KEY
Direct referral route
Referral may be
out of hours
Inter
teamrelation
-ships
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A solutions focused approach todevelopment
Developing shared vision of your
preferred future
Being clear where you are now and
celebrating the strengths that got you
thereTaking the first small steps forward
Affirming each other
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Boundary spanning: Implications Managers may combat ineffective intergroup relations by
enhancing employees identification with their
organization, while acknowledging groups for theirindividual performance
Measures for enhancing organizational identification mayinclude Communication of organizational successes, values, and goals.
Rotation of individual boundary spanners
Promotion into boundary positions of employees with dualidentification
Ensuring that intergroup working is on a groups agenda, in orderto combat silo working
Intergroup social gatherings
Frequent intergroup meetings,
Use of cross-functional teams
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The filling in the sandwich
Middle management the critical layer between
corporate management and practitioners.The most stressed group in the NHS workforce.
Often feel disempowered- so like practitioners
exercise what power they have by saying no or
taking flight from authority.
Thus need to link their development strongly
with neighbouring layers in hosting organisations
From NHS Confederation Report- The challenges of leadership in the NHS. 2007
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Steve Onyett.
Middle management survey by NHSConfederation/HSJ
Who are they?
High levels of stress and a long-hours
culture- worst in mental health.
Generally positive about their jobs but
least so in mental health
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That context re Risk..
..Success is the ability to gofrom one failure to another
with no loss of enthusiasm.Winston S Churchill
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Steve Onyett.
Development to make a difference
Take a longer term view which
encompasses the wider system.
Create more time for really important
issues- such as improving delivery and
staff understanding of the wider strategy[and values of the organisation].
Aim for more stability
From NHS Confederation Report- The challenges of leadership in the NHS. 2007
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Steve Onyett.
Development to make a difference
Context requires a a much wider and more subtle range
of influencing and persuasion skills than would berequired in some other settings.
Pay attention to the skills required fora much morecomplex world in which thinking, listening and influencingwill become much more important(12).
Develop sophisticated skills to deal with the emotionalside of organisational life that are probably even moreimportant [than the need to improve technical skills]
NHS North West chief executive Mike Farrar
From NHS Confederation Report- The challenges of leadership in the NHS. 2007
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Steve Onyett.
Some distant reflections from theturn of the century!Goodwin (2000) advocated a move away from a
focus on individual skill development towards alocal leadership mindset.
Leadership development as mandatory, locallyfocussed, based around action-learningprinciples, and concentrated on inter-
organisational and shared leadership betweenorganisations rather than leader-followerrelationships within organisations.Goodwin, N. (2000). The national leadership centre and the national
plan. British Journal of Health Care Management. 6(9), 399-401.
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Steve Onyett.
Observations underpinning thedevelopment of ETL Leadership initiatives sometime fail to focus strongly
enough on service improvement
Service improvement initiatives often fail to take enoughaccount of the involvement of senior managers. Hence the need to integrate the two at local level
Leadership is bound by context, shaped by the task inhand and dispersed
The vast majority of care is delivered by teams and thisis where service improvement and effective leadershipneeds to be enacted.
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Steve Onyett.
Observations underpinning thedevelopment of ETL You cannot assume that the ways teams are
currently configured are real teams In trying to engage clinicians in change in makes
sense to use evidence-based models of changethat they are familiar with from their clinical
work.We often neglect the mental health of staff in
trying to achieve sustainable improvement.
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Steve Onyett.
The ThinkingLeadership is not just the task of a
particular individual or discipline.Effective multidisciplinary teamworking is
the platform for evidence-based
interventions.A focus on outcomes for users and staff.
A focus on you and the resources youbring
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Steve Onyett.
ObjectivesTo increase your confidence and
effectiveness as a leader, managerand/or team member.
To increase your ability to develop
solutions to complex problems.To support you in achieving
meaningful change.
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Steve Onyett.
The essenceBringing teams together in sets- small
groups where learning is achievedthrough action.
Helping you hone your peer coaching
skills so you can better supportcolleagues through action-learning sets.
Introducing new learning on leading-edge research on leadership and
teamworking.
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Key features Working across boundaries
Leadership linked to improvement and the task in handAn emphasis on clarifying shared objectives and values
Developing a shared experience of the users perspective
Using tried-and-tested models for improvement + those
based on clinical know-how- e.g. solutions focus,motivational interviewing
Can be used in concert with other key developments
such as CCTA
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Steve Onyett.
The learning sets starthere!
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More openness and cohesion
Clearer view of objectives. More insight intointerpersonal interactions
I really do believe the team has benefited. It has madeus all aware of issues we avoid, i.e. conflict, and buildingin innovation
More openness in discussion. Better understanding ofeach other. Development of realisable objectives
Enabled the team to deal with uproar in a positive way.Brought team closer together. A peer group now started.Office environment a little better
Reported Benefits
From Rees and Shapiro, 2005
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A high proportion of the membership worktogether and techniques from the course havebeen evident in the work place throughout. These
include process mapping, problem solving deBonos hats, understanding complexity etc.
In the main, some of the topics were pertinent tothe development of the new team and enhanced
cohesion. Much of the management exerciseshave been noted and used within our team,mapping, systems etc.
Improved leadership with clearer identified goals
A more informed leader
Reported Benefits
From Rees and Shapiro, 2005
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Steve Onyett.
Does it work? To quote:
Overwhelmingly, participants response to the day-by-day experience of their development programmes was
positive. Throughout the course their commentsindicated that they valued the opportunity to interact withother team members away from the work environment,enjoyed both networking and the chance to meet new
people, and find out more about them. participantsselected action learning sets as being particularly useful.They found these covered real issues and problems, hadconnections with their practice, and enabled them tocome away with definite action plans(Rees andShapiro, 2005).