LEADING FOR QUALITY

Leading for Quality

New world leadership …

Delivering Quality Though Leadership

• Implementing leadership policy for NHSScotland

• Improve leadership capacity and capability

• Based within NHS Education

• Work closely with all Health

Boards and public sector agencies

Personal qualities

(“being”)

The broad change context within which leaders in NHSScotland operate sets the scene for leadership development.

The challenges of the leadership role (at all levels) comprise:

Service objectives, i.e., what leaders are required to do – as set out in local Performance Management (PM) processes.

Role-specific knowledge and skills, i.e., what leaders need to know to do their role – as set out in the Knowledge & Skills Framework (KSF) or Personal Development Plans for senior managers.

The leadership qualities and behaviours that are required to deliver the challenges facing leaders in NHSScotland, with personal qualities at the heart.

Model for Leadership Development in NHSScotland

We are moving from…..toOLD WORLD • Low complexity slow change• Learning has a long shelf life• The senior ones are the most

knowledgeable• Somewhere ‘someone’ knows• Doing more of the same is the

rule

• I MANAGE• My team reports to me• I have a hierarchical role• I understand what is happening• I have fixed objectives• I manage by fixing things myself• I manage from knowledge and

experience

NEW WORLD• High complexity and fast

change• Learning has a short shelf

life• Knowledge is scattered• No individual can pretend to

‘know’• Innovation is the rule

I LEAD• I am / we are part of a

virtual network• Influencing is the way

forward• I manage projects• I cope with ambiguity• I lead teams to fix things• I lead without knowledge

and experience

Leading Quality Reference Group

• Built on the strong foundations

• Provide linkages between a range of existing clinical & non-clinical networks and communities

• Inclusive approach

• Enable a wider alliance of leaders for Quality

• Draw from all partner organisations

• Work collaboratively to achieve our Quality Ambitions & realise the 20:20 vision

Leading for Quality

“Successful leadership of healthcare improvement

combines three sets of skills: service specific knowledge,

improvement know-how and change management skills” 

Advancing Quality Alliance submission to

The Kings Fund: leadership and engagement for

Improvement in the NHS. Together we can (2012)

Leading for Quality Network

• Maximise synergies across networks

• Identify common objectives and goals

• Lessen duplication and fragmentation

• Support connectivity of QI and leadership alumni

• Support QI and leadership capability to make changes and realise the 20:20 vision.

Leading for Quality

If you want the people

you lead to perform at

their peak performance

you must induce them

to follow you because

they want to rather than

because they have to

(Deering et al, 2005)

LEADING FOR QUALITY

VISIONVISION

Leadership

Improvement

Engagement

Governance

Quality

To engage and support clinical leaders throughout To engage and support clinical leaders throughout NHSScotland to deliver sustainable qualityNHSScotland to deliver sustainable quality

Purpose of the NetworkPurpose of the Network• Provide support & additional development for Clinical

Leaders from different professions, enabling them to grow into new and unfamiliar roles and situations

• Connect clinicians and provide ‘space’ to foster innovation, creativity and increase the spread and adoption of change and improvement

• Help clinicians translate our Quality Ambitions into coherent and compelling messages, meaningful actions and motivating behaviours as they work to improve outcomes

• Work collaboratively to support those within the NHS, local and national government, and Voluntary Sector to use leadership synergy in order to design, deliver and sustain high quality services and support

What is its Purpose? Who is it for?

What can it support?

Personal qualities (“being”)

What can members expect?

Signposting

Shared learning

Peer support

Personal and professional leadership development

National and Local clinical leadership capability for quality improvement

National clinical leadership capability to support policy implementation

• Area Clinical Forum and other professional leaders

• Alumni from wide range of leadership programmes

• Improvement Leaders

• SGHD Clinical Leaders

• Clinical Directors

• Salaried and contracted GP's

To engage and support Clinical Leaders throughout NHS Scotland to deliver sustainable quality

Benefits of Network

• A broad base of well-informedClinical Leaders who understand National and Local policy and priorities

• A quick and effective way to identify, connect and engage clinical leaders

Scottish Clinical Leadership NetworkScottish Clinical Leadership Network

Advice and support

Access to database and communication tools

Dedicated website through the ‘knowledge network’

Communities of practice

Events & Master classes designed to: develop skills, influence policy and share best practice

Mentoring & Action Learning opportunities

• Heads of Clinical Services

Online Resources

• MCN Leads

The Network is inclusive not exclusive to engage connect clinicians and clinical communities at both local and national levels.

Tests of Change: “Leading for Outcomes”

Scottish Clinical Leadership Network

• Establish the Leading Quality Reference Group

• Identify and develop proposals to link Leadership and Quality Improvement Networks

• Network Leaders programme, The Health Foundation

• Developing a dairy of local engagement events – linking with Area Clinical Forum Chairs

Scottish Clinical Leadership Network

• Master Class: Leading Quality through Integration

• Test of Change – “Leading for Outcomes”

• Further tests of change planned

• Support the development of local QI and Leadership faculties / directory

• Web based support: www.knowledge.scot.nhs.uk/SCLN

Scottish Clinical Leadership Network

Leadership & Quality Improvement

Leadership & Quality Improvement Spectrum

Adaptive Leadership:Adaptive Leadership:Readiness to LeadReadiness to Leadcomplex changecomplex change

Readiness to lead Quality Readiness to lead Quality Improvement workImprovement work

Join us at www.knowledge.scot.nhs.uk/SCLN

Leading for Quality

Discussion

• How can we link locally?

• What can the SCLN offer you?

• What can you contribute to the SCLN?

Leading for Quality

Leading for Quality

Table top themes

• Quality Improvement / Safer Patient Fellow Network• Dialogue Practice• Delivering for the Future• Generation Q: Putting Quality in context: • Adaptive Leadership • Scottish Clinical Leadership Network: Leading for Quality

Test of Change

Leading for Quality

Becoming a leader is synonymous withbecoming yourself. Everything a leader does reflects who he or she is

Bennis (2003)