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Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk
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Open, transparent andvisible leadership
..and why medical leadership?
Dr Mark NewboldCEO, Heart of England NHS FT
21 June
@drmarknewbold www.marknewbold.com
Outline
What is the leadership challenge?
What style and approach do we need from our leaders?
Why is medical leadership important?
Are we using our medical leaders to best effect?
Intro
Intro
Histopathologist
Range of clinical management roles
Aspiring CEO programme in 2007
CEO since 2007
Transformation of hospitals, and leadership
Role of social media
Outline
The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
questioning involving
clinical engagementempowering, culture of excellence
common purpose, credibleresilient, inspiring, innovative
collaborativeclinical engagement open, transparent
engaging, trusted
broad view, ‘doing the right thing’
Outline
NHS leadership
There is no…hidden / political / managerial agenda, or ‘black book’
There are…inherent challenges that are complex
The job is to… improve care quality, while transforming services, within available resources – and take people with us
Leaders must be able to… manage, understand and work through complex issues, engage and inspire staff, build a relationship with the public, work with partners –and - take criticism, be scrutinised, manage upwards!
There are frustrations!
top down, directive harsh performance culture
narrowly focused targets
organisation trumps system
rules can trump principle
secrecy is ingrained
media
professional conservatism
MP’s
build a regular dialogue
a person not a bureaucrat
open up managerial decision-making
be accessible and transparent
share the dilemmas and complexities
to build trust
we need a new style of leadership…
…and a new way of engaging? Traditionally we use…
comms for ‘telling’
engagement for ‘asking’
but in todays connected world weneed to be part of the debate
Our strategy
‘power lies in connections and networks’
‘issues are debated continually, be part of it’
‘hierarchies are flattening – be accessible, ready to give a view, and willing to be challenged’
separate CEO and organisation- make the CEO ‘human’: personal, open,
transparent- organisation: info, listening, messages,
informing
aim is to build relationships, trust, and understanding
Twitter - social media types, health and social media types, doctors, nurses, midwives, commentators, public, patients, campaigners, patients and relatives, complainants, local ‘watchers’, staff – HEFT and NHS-wide, peers, colleagues, Think Tank people, academics, organisation accounts, journalists, MP’s, policy people, commercial, comms and spoofs!LinkedIn – similar but higher proportion of commercialBlog – as above, but many more unknowns!
..staff and colleagues respond ..
.. as do complainants, satisfied customers, those wanting help, and journalists!
#, live tweeting, twitterchats
SoMe creates opportunities!
Is it a worthwhile use of my time?
many followers, including staff, ‘customers’, public
many readers, including staff, peers, and influencers
queries and complaints come increasingly via social media
I feel informed and ‘in touch’
being open & transparent is building trust and confidence in organisation
Able to influence opinion, land messages, generate debate
How transparent am I?
Has transparency been achieved?
i am contactable by anyone
i am ‘out there’ and part of debate
anyone can debate current issues with me
i can be challenged by anyone
my views are stated and open to comment
details of my decision-making, and how I spend my time are open and available for all to read
Outline
It’s a ‘clinical’ agenda we must deliver• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
Outline
Medical leaders bring…
clinical understanding and expertise
values / vocation
independence of mind (!)
ability to create consensus with colleagues
They also…
understand real challenges better
commit most NHS resource
What do CEO’s want from medical leaders?
guidance and advice
clear clinical planning / strategy
creation of clinical consensus
constructive involvement in ‘real world’ debate on resource / constraints
leadership on outcomes and quality
Some advice to medical leaders…
management - not ‘dark art’ - is about people and their motivations
be straight, honest, principled, and...
...be prepared to take difficult decisions
consult often, be clear and open
policies are broad – it’s the interpretation and implementation that really matters
always understand the wider context
seize the initiative, don’t wait
it’s not about ‘them’, it’s about us!
…and finally
don’t worry about being able to read spreadsheets and budget statements!
concentrate on what you uniquely bring, and work with your general manager colleagues
and…
never forget that your real mandate comes from your patients, your colleagues and your public… not from your manager!
THANK YOU!
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