Sanctuary Care - Leadership Development Programme Day Two:

Leading with vision and values - engaging your service

Welcome back

Days 4 and 5:Networking leadership learning - embedding actions for improvement and Showcasing your LIP projects

Day 3:Leading change and innovation - building an improvement culture

Day 2:Leading with vision and values - engaging your service

Day 1: Knowing yourself as a leader and manager

Day 2

At the end of today you will:

§ have engaged with key leadership models and concepts on leading service success § understand the importance of vision, values, capability and evidence in creating a

culture of continuous improvement§ understand the requirements of your Leadership Impact Project (LIP)§ understand the characteristics of peer coaching using an action learning approach§ have engaged in peer coaching conversations to identify priorities for action

Objectives

Current leadership challenges Complex world – change is happening all the timeTame and Wicked problems (Rittell and Webber, 1973, Grint, 2005)

Tame§ May be complicated § There is an answer§ Analysis and problem solving

Wicked § Cannot be separated from environment§ Therefore, many links and unexpected connections§ No ‘at a stroke’ answer – there will always be further rolling issues

and emerging difficulties§ Need to be worked on in a fluid and emergent way…

Current leadership challenges

Problems, problems, problems: The social construction of ‘leadership’ Keith Grint, Human Relations, Volume 58(11): 1467–1494, 2005

WICKED

TAME

CRITICAL

Command: Provide answer

Management: Organise

processes

Leadership: Ask questions

Coercion Hard power Calculative Normative

Soft power

Increasing Uncertainty about solution to problem

Increasing requirement for

collaborative resolution

Let’s think about leader as host…

Host [hohst]Noun

1. ‘A person who receives or entertain guest’Oxford English Dictionary

Step forward: Leader as hero

Step forward: Leader as servant

Leader as host, host as leader

Host sits above both hero and servant, encompassing aspects of both and movement between them

Host

ServantHero

“The uncertainty involved in wicked problems implies that leadership, as I am defining it, is not a science but an art – the art of engaging a community in facing to complex collective problems.” (Grint, 2010)

Four positions for the dance of the leaderStepping back Stepping forward“in the gallery” - overview “in the spotlight” – upfront,

in the fullview

“in the kitchen” – more private and intimate work

“with the guests” – public, yet intimate

Leadership dilemmasDirection

Imagining a better future and keeping

focused

TimingWaiting and seeing whilst accelerating

progress

RelationshipsGetting close while

maintaining distance and breadth

LoyaltiesPutting your needs

first while serving the organisation

ControlLetting go while keeping control

Self BeliefShowing vulnerability while staying strong

UnderstandingEnquiring…while...

knowing

What does success look like?

Reflecting on evidence

What does success look and feel like?

§ Log onto the jam board (link is in the chat)

§ Using the post-it function, identify the words and phrases that describe a ‘successful service’

§ We will then go into breakout rooms and you will have 4-5 words/phrases. Make a list of how you might evidence these components of success.

Success and how to evidence it.

To lead (rather than manage) a successful service you need to…1. Understand leadership (leader as hero, leader as servant,

leader as host) and your own behaviour2. Be reflexive and adaptable enough to change your

behaviour

Its essential that the service has a shared vision that everyone believes in and follows day to day.

To lead (rather than manage) a successful service you need to…1. have a vision or know your vision and communicate it (for

the service, for yourself, for those you care for, for your staff – and keep that vision at the core of what you do)

2. know your values, instill those in others and lead ethically3. be visible - “walk the talk”

Please note a recommendations and examples from CQC services rated good and outstanding are available online

Break

Values based leadership VBL developed in the context of “extensive, evasive and disheartening” leadership failures that “plagued” the 21st century (Copeland, 2014)

What are values? § The way we do things around here…§ The deeply held beliefs that guide our actions or make us feel uneasy

or guilty on occasion…§ How we behave…

“A set of principles that guide behaviours and decisions over time, preserving the essence of the organisation”

Lencioni 2012

Leading the vision

Visible leadership

Leadership starts with your attitudes and beliefs, it becomes “visible” by what you say and do; in your words and actions and the way you “walk the talk.”

To lead (rather than manage) a successful service you need to… 1. have a vision or know your vision and communicate it

(for the service, for yourself, for those you care for, for your staff – and keep that vision at the core of what you do)

2. know your values, instil those in others and lead ethically

3. be visible - “walk the talk”

Well-led in realitySonnet Care

Account of practice Embedding vision and values

Person centred,

quality care

Successful service

Positive culture

Adaptable

Clear vision and values

ResilienceRight people

2 crucial challenges for your leadership …How can you increase your colleagues’ effectiveness?…. in a way that sustains their motivation

…. and that doesn’t damage their well-being

How can you create a culture of constantimprovement and high readiness for change?

Engagement is…‘Engagement is a positive attitude held by the employee towards the organization and its values

‘A measure of the extent to which employees put discretionary effort into their work’

IES (2004). The Drivers of Employee Engagement

Engaging leadershipAn engaging leader may be defined as someone who encourages and enables the development of an organisation that is characterised by:

§ the genuine valuing of others, their wellbeing and of their contributions

§ a culture based on integrity, openness and transparency

§ articulating a shared vision

The engaging leadership modelENGAGING

INDIVIDUALS

PERSONAL QUALITIES and CORE VALUES

Acting with Integrity

Being Honest & Consistent

Showing Genuine ConcernEnabling

Being AccessibleEncouraging Questioning

ENGAGING THE ORGANISATION

Inspiring OthersFocusing Team Effort

Being DecisiveSupporting a

Developmental Culture

MOVING FORWARD TOGETHER

Networking

Building Shared VisionResolving Complex

ProblemsFacilitating Change

Sensitively

Source: Alimo-Metcalfe (2008) Building

capacity through engaging leadership

Activity: Pyramid sixPrioritise the six leadership behaviours you think would have the greatest impact in achieving the highest levels of team engagement and performance.

Some challenges for you as leaders§ How engaging am I?§ How do you know?§ How engaging is the culture of your team?§ How do you know?§ What are the implications for your staff of a culture low in

engagement?§ What will you do to make a real difference tomorrow?

Introducing action learningWhere did it come from?

‘I hear and I forgetI see and I rememberI do and I understand’

Confucius

Introducing action learningHow does it work?The action learning set process

Each participant has allocated “AIRTIME” - this is broken down into three parts:

§ sharing your current challenge, issue, dilemma with your set members§ reflecting and receiving support through coaching questions from your set§ summarising and sharing defined action steps to implement going forward

Introducing action learningHow does it work?The action learning set process

Each participant has allocated “AIRTIME” - this is broken down into three parts:

§ sharing your current challenge, issue, dilemma with your set members§ reflecting and receiving support through coaching questions from your set§ summarising and sharing defined action steps to implement going forward

Introducing action learningHow does it work?The action learning set (ALS) protocols

Each ALS of six participants will be facilitated by an Action Learning Set Adviser who will facilitate the process and support you in setting ground rules for working together in your set.Action learning protocols include:§ only one at a time presenting whilst others actively listen§ questioning in a coaching style to encourage self-reflection§ safety and support to admit need and ask for help§ comfortable use of silence in enabling process and reflection§ avoidance of advice giving to enable self-resolutionThe leadership style used in the ALS is coaching.

Action learning through questioningApplying coaching models in your ALS

GROW

Goals?Reality?Options?When?

STRIDEStrengths?Targets?Reality?Ideas?Decisions?Evaluation?

What do you want to achieve?What’s happening now?What could you do?What will you do?What worked? What didn’t?

What are you good at?

Enjoy your Action Learning!

LunchA well earned break

Next stepsCommitment to action

Leadership impact projectRecap on the SMARTIES planner – New handout on Case Study Format

Thank you