Leading with compassion ways of promoting and supporting attentive kindness in everyday practice are

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  • Achieving change together

    Edward Parkes 09 March 2015

    Leading with compassion: Practical actions to awaken, inspire and challenge

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Purpose, objectives, outcomes

    Purpose: To consider what ‘leading with compassion’ looks like - practically and tangibly

    Objectives:

    Participants will consider their own leadership practices,

    in light of the dilemmas and trade-offs they face,

    being deliberate about operating at different levels:

    the self, manager/leader, team, and the organisation

    to enable an environment in which compassion can thrive

    Outcomes:

    • Attendees feel comfortable in starting the conversation in their own organisations and

    own teams, in terms of ‘what does compassionate leadership mean for us’

    • Greater awareness of strategies to enable resilience and balance in terms of managing self, others and teams

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    “You can inspire, and awaken. There is something about the passion and the fire within. They may have an ember and my job is to make a roaring fire and keep it alight.”

    “I know I lead compassionately. Am I a soft touch? No. You mustn’t give the impression you are a push-over, and it’s all fluffy clouds. There is a hard edge.”

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    How can we account for the headlines?

    This couldn’t happen here… This just isn’t relevant to me, my role, my organisation

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Why did I come in to healthcare?

    What is it that crowds out your ability to follow your vocation?

    What are the pressures you are under that mean that the care of human beings gets pushed down your list of priorities?

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Under pressure

    • Not enough staff and/or resources

    • Not enough time… space to think is a luxury

    • KPIs and meeting performance targets

    • Financial sustainability

    • Adherence to policy and meeting statutory responsibilities

    • Operational fire-fighting

    • Relationships across boundaries

    • Who ultimately is accountable?

    • Tired… me, my team, my colleagues, my partners

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    How can a whole organisation become wilfully ignorant?

    “I am very interested in how and why people lose their compassion, as in

    my experience this happens to some

    people but not to others, at varying

    lengths of time after joining the NHS.

    Is it due to pressures on individuals,

    vulnerability, poor leadership and

    support, poor alignment of the

    individual's purpose with that of the organisation, personal traits, or

    combinations of many factors?”

    http://www.maniacworld.com/peer-pressure-on-the-elevator.html

    http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html http://www.maniacworld.com/peer-pressure-on-the-elevator.html

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    It’s about creating environments where compassion can thrive

    Overall Engagement • Advocacy, intrinsic

    engagement,

    involvement • Sense of pride +

    attachment to the organisation

    • Discretionary effort; willing to get the extra mile

    The Environment

    • Meaningful feedback

    • Feeling valued by and ‘safe’ with colleagues

    • Supervisors’ support • Team working • Work pressure • Interesting job • Involvement

    Hospital Performance

    • Fewer errors • Lower infection

    • Lower mortality rates • Quality of services • Financial performance • Pt sat and experiences

    Employee Reactions

    • Health and well-being •  motivation/morale •  stress/absenteeism

    Source: Dr Michael West, Leadership and engagement for improvement in the NHS: Together we can. The King’s Fund 2012

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Lots of tub-thumping, but why is action so difficult?

    • Compassion is a result, not an input:

    It is the culmination of all the things we do

    • It is a ‘wicked’ problem that demands ‘clumsy solutions’: There is no silver bullet

    • Engagement paves the way for compassion:

    Prescribed solutions short-circuit the opportunity for change from within

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Whose business is it to create environments where compassion can thrive?

    • Nurses?

    • Doctors... just the consultants, or everyone, inclusive of trainees?

    • Wider team?

    • Managers and directors?

    • Commissioners?

    • Arms-length-bodies?

    • Patients and carers?

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Compassionate leadership… it’s everyone’s business

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    The Self

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    What keeps you sane, resilient, and emotionally connected to your work? How do you remain vigilant and present to respond to the needs for others, when there are lots of competing demands?

    “I see people in periods of duress resort to bad behaviours. They shout louder, and control more as

    they feel threatened.

    I said to myself: ‘I’m not going to let this organisation turn me into someone I don’t like.’”

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Self mastery

    What are people already doing?

    • Building a network of optimistic,

    affirming and appreciatively challenging

    people, and offering mentoring to others

    • Making time and space to listen without

    agenda to staff and patient experiences

    • Remaining actively involved in delivering

    care, or contact with patients

    • Committing to personal development,

    whether internal/external courses

    • Personal practice: coaching, meditation,

    mindfulness

    • Consciously being present.

    What can you do?

    • What are your triggers? When does

    your ‘inner critic’ surface?

    • What ways or practices could help you

    process your emotions, sustainably and

    healthily?

    • When does your work feel most

    meaningful, and most futile? How can

    you stay connected with your core

    purpose?

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    Manager/leader

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    “Heroic leadership just won’t work here. It’s not sustainable.” Skills of the compassionate leader:

    The shepherds of clumsy solutions and collective intelligence

    • Be as skilled at finding the right questions as developing the ‘right’ solutions.

    • Challenge the status quo, whilst being part of that system.

    • Span boundaries, organisational and professional.

    • See failure as a necessary consequence of trying something new. The role of the manager/leader is not to prevent risks, but to make it safe to take them, and to create learning from the failure

    Ask the question and always follow through:

    “I’m amazed at how creative staff are

    … but you only have a small window to capitalise on it. If you don’t action it fast enough you lose the energy.”

  • Compassionate Leadership Webinar | 09 March 2015 Copyright © 1992-2015 Finnamore Ltd

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    “Rules and regulations and inspection are

    ways we reassure ourselves, and I see those

    things as enablers, but we need to keep

    connecting with our core purpose.

    The discussion does not begin with ‘do we

    have procedures in pla