West Midlands Public Health Practitioner Development Scheme

1. West Midlands Public Health Practitioner Development Scheme Management within the public organisation settingLeadership and collaborative working to improve population health and wellbeing Rachael Cox, Andrew Hood & Nicola Wright (Specialty Registrars in Public Health)

2. Learning Objectives AIM: Overview of the application of management theory including leadership, individual and team development, change and performance management Outline the various management models and theories Critically discuss management techniques for the individual and team development and partnerships Critically discuss the application of evaluation, audit and standard setting to improving quality From feedback: address conflict resolution and day to day management issues and leadership experiences

3. Agenda

4. 1. Who are you? Total responses = 12

5. 2. Awareness of management tools

6. 3. Your current duties and tasks Total respondents = 12

7. 4. Your interests for today.... Theories of leadership and management Practical methods for improving management and leadership Developing strategies for dealing with other people’s styles Managing workloads where partnerships/ different priorities exist

8. Feedback from the 2011 session

9. Agenda Methods for understanding your management and leadership style Working with teams: What makes a good team and performance management for improvement, conflict resolution Successful partnerships: opportunities and challenges and managing change

10. Understanding your Management Style Styles and attributes of leaders and managers Exercise One: Famous Leaders

11. Myers Briggs • Very quick and dirty: four questions • Assess the PREFERRED ways of thinking and behaving • No indication of intelligence, suitability or potential Health Warning

12. Myers Briggs Four questions with two different descriptions of personality "preferences”.Each question: Read both sets of descriptions and decide which list describes you betterTry to answer as you really are, not how you may wish you were, or have to be at work.http://www.personalitytype.com/career_quiz Instructions

13. . Where is your energy directed? Extraverts' energy is directed primarily outward, towards people and things outside of themselves Introverts' energy is primarily directed inward, towards their own thoughts, perceptions, and reactions. Talk more than listen Think out loud Act, then think Like to be around people a lot Prefer a public role Can sometimes be easily distracted Prefer to do lots of things at once Are outgoing & enthusiastic E Listen more than talk Think quietly inside your head Think, then act Feel comfortable being alone Prefer to work "behind-the-scenes" Have good powers of concentration Prefer focus on one thing at a time Are self-contained and reserved I

14. Sensors notice the facts, details, and realities of the world around them. They tend to be practical and literal people, who trust past experience and often have good common sense. INtuitives are interested in connections between facts and their meanings. They tend to be creative, imaginative, theoretical people who trust their hunches. Focus on details & specifics Admire practical solutions Notice details & remember facts Are pragmatic - see what is Live in the here-and-now Trust actual experience Like to use established skills Like step-by-step instructions Work at a steady pace S Focus on big picture & possibility Admire creative ideas Notice anything new or different Are inventive - see what could be Think about future implications Trust their gut instincts Prefer to learn new skills Like to figure things out themselves Work in bursts of energy N What kind of information do you use?

15. Thinkers make decisions based primarily on what makes the most sense and what is logical. They tend to be analytical, and are convinced by logical reasoning Feelers make decisions based primarily on their values and how they feel about the choices. They tend to be sensitive, empathetic and strive for harmony. Make decisions objectively Appear cool and reserved Convinced by rational arguments Are honest and direct Value honesty and fairness Take few things personally Are good at seeing flaws Are motivated by achievement Argue or debate issues for fun Decide based on values & feelings Appear warm and friendly Are most convinced by how you feel Are diplomatic and tactful Value harmony and compassion Take many things personally Are quick to compliment others Are motivated by appreciation Avoid arguments and conflicts T F How do you make decisions?

16. Judgers prefer a structured, and fairly predictable environment, where they can make decisions and be settled. They tend to be organised and productive. Perceivers like to keep their options open and are comfortable adapting. They tend to be flexible, curious and nonconforming. Like to have things settled Take responsibilities seriously Pay attention to time, usually prompt Prefer to finish projects Work first, play later Seek closure See the need for most rules Like to make & stick with plans Find comfort in schedules Like to keep their options open Are playful and casual Less aware of time, may run late Prefer to start projects Play first, work later Difficulty making some decisions Question the need for many rules Like to keep plans flexible Wants freedom to be spontaneous J P What environment makes you most comfortable?

17. What is your type….?

20. http://www.teamtechnology.co.uk/myers-briggs/myers-briggs.htmhttp://www.teamtechnology.co.uk/myers-briggs/myers-briggs.htm

21. Impartial Good Listener Supportive Non-judgemental Skilled in feedback Interested Bayley et al (2004) The good mentoring toolkit for healthcare Practical steps Mentor PDP 360° LQF

22. www.nhsleadershipqualities.nhs.uk

23. 45 mins …. “The NHS needs people to think of themselves as leaders not because they are personally exceptional, senior or inspirational to others, but because they can see what needs doing and can work with others to do it” (Turnbull James, 2011)

24. WORKING WITH TEAMS

25. Working with Teams The Good Components of a successful team Diagnostic tool The Bad Managing poor performance and conflict Improving services

26. Your experiences.... What do you want from: Team of directors Your department Your operational team How you behave: do you need to adapt to each team?

27. Diagnostics Developing an Understanding of how your Leadership affects Others

28. Managing the bad A (brief) introduction to avoiding conflict managing poor performance, and improving services Staff: Performance management Services: Audit

29. Conflict Resolution **** ADD ANDREWS SLIDES HERE****

30. Performance Management Your organisation: Policies & procedures, training, HR Documentation: One to ones, agreements, job descriptions, letters and emails Your skills: professional, motivational, patience

31. Audit Principles for Best Practice in Clinical Audit NICE (2002)

32. Also…. Balanced scorecards Key Performance indicators Service Improvement Find out more: www.institute.nhs.uk

33. 15 mins …. “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organisational objectives. It is the fuel that allows common people to attain uncommon results” (Unknown)

34. WORKING WITH PARTNERS

35. Working with Partners Share some case studies.... Opportunities and Challenges Tips for managing change in successful partnerships

36. Working with community groups, voluntary bodies, other public sector organisations, businesses, patients, members of the public or groups of staff Change or improvement is achieved through inclusive partnership working The scale of achievement could not have been made without the contribution of partners All organisations have made a significant contribution to the achievement of the aims of other partner organisations that has benefitted the local community Health Services Management Centre - Uni of Birmingham

37. Types of partnership Co-operate: Partners may share information. No joint planning, resources are kept separate Co-ordinate: Partners will do some planning together. Sharing and responsibilities, resources and risks Collaborate: Organisational changes so that there is a higher degree of shared leadership, control, resources and risk sharing

38. Developing a West Mercia SARC NHS: lead organisation for the development of sexual assault services for victims together with the police

39. ....and....

40. Physical Activity Strategy

41. Background to Partnership • Physical Activity Strategy due for renewal 2010 • Usually led by PH and the PCT • Originally asked to do the narrative • Actions and outcomes needed to come from the providers of service – what could be measured, what would be an improvement etc

42. Quarterly meetings with floating attendance from 8 organisations Attended either by lowest grade member of staff due to time commitments, or ‘the figurehead’ Low grade staff – unable to influence and engage higher levels re strategy or data collection The figurehead – never gained buy-in across the organisation as they were the ‘doer’ 2 years later – still no actions/outcomes identified by provider organisations Physical Activity Strategy - before

43. No one organisation can deliver the strategy Needed buy in from all organisations Group discussed operational rather than strategic issues Repetitive minutes !!! Standing still between meetings Cycle of non-attendance, repetition, nil action Physical Activity Strategy - before

44. Common vision  Added value  Willing to make changes ? Facilitate partnership working  Objectives are aligned  Leadership Issues

45. Mutually accountable  Understand and respect differences ? Deal with conflict and frustration  Communications are sufficient & effective  Sharing of contributions, risks & rewards  Equal say  Trust Issues

46. Managing Performance Issues Structure fits its purpose  Roles, responsibilities & contributions clearly defined  Objectives, targets & milestones are set and owned  Adequate resources  Project management and co-ordination ?

47. Learning Issues Continuously seek improvements ? Review the partnership  Seek to learn from each other ? Use strengths and talents  Manage the changes 

48. A Bad Partnership • A good thing to do, but nobody’s priority • No decision maker (s) • No overall responsibility for partnership’s delivery • Being done for appearance’s sake • ? Used as a talking shop and ‘woe are we’ • A breather from the day job

49. Next Steps Survey to: • Identify strategic & operational leads from each organisation • Whether PAS is a priority for the organisations • What could be done differently/better • Results to go to Health and Wellbeing Board • Board to clarify if a priority • Potentially, this Board will then provide leadership and accountability focus.

50. Scale of change: NHS wide, local, team Responses to change Stakeholders: Public, colleagues, organisations Signposting: Tools for managing change Managing change through effective partnerships