Other People’s Shoes

1. Other People’s Shoes People, Performance, Leadership and Management

2. Topics • People and the other 2 factors in real change • People and the other 5 factors in performance management • Leadership and Management – definitions • Leadership in Health and Social Care • Management in Health and Social Care

3. Topics • What matters • Servant Leadership and Management • What people need from their managers • Key thoughts on Leadership and Management • Hard questions for Leaders and Managers • 10 steps to Leadership and Management

4. People and the other 2 factors in real change • Real change comes from three things • 1 Developing people to their maximum capability and capacity • 2 Making process as effective and efficient as possible • 3 Deploying resources effectively

5. People and the other 5 factors in performance management • There are 6 key ingredients in performance management • 1 Clarity about the objectives • 2 Commitment to delivery – the will to do it • 3 Evidence of progress – good quality information • 4 Rigour – effective monitoring

6. People and the other 5 factors in performance management • 5 Resilience and staying power – coping with setbacks and keeping going until the job is done • 6 People – getting the best from the most important resource – leadership and management

7. Leadership and management - definitions • Leadership is showing the way – showing what to do next. Leadership is not dependent on role and seniority • Management is the responsibility for the use of resources. Management is dependent on role and seniority.

8. Leadership in Health and Social Care • Leadership in Health and Social Care can come from • Patients, clients and carers • Voluntary organisations and other agencies • Professions and Trade Unions • Managers at all levels including Chief Executives • Chairs, Non Executives and Politicians

9. Management in Health and Social Care • There are 4 levels of managers • Team Managers • Senior Managers • Directors • Chief Executives

10. What matters • What matters is how you lead and manage • What matters is what you say, what you do and how you behave

11. Servant Leadership and Management • Robert Greenleaf – the modern founding Father of servant leadership and management with an international following • Ten characteristics of the servant leader and manager defined by Larry Spears • 1 Listening • 2 Empathy • 3 Healing

12. Servant Leadership and Management • 4 Awareness • 5 Persuasion • 6 Conceptualisation • 7 Foresight • 8 Stewardship • 9 Commitment to the growth of people • 10 Building Community

13. What people need from their managers • The quality of managers is crucial to the effectiveness, efficiency and well being of the people they manage • People need 4 things from their managers • 1 Support • 2 Feedback including appraisal • 3 Development and training • 4 Clear job content

14. What people need from their managers • Beverley Alimo Metcalfe’s survey of 2,500 NHS managers identified 7 important qualities that people most wanted in their managers • 1 Concern for others • 2 Ability to communicate and inspire • 3 Decency • 4 Humanity

15. What people need from their managers • 5 Humility • 6 Sensitivity • 7 Respect for others • Beverley Alimo Metcalfe summarised the 7 qualities as the manager being a servant not a hero

16. Key thoughts on Leadership and Management • Peter Griffiths Chair of the Foundation Trust network and former Deputy CE of the NHs in England describes good leaders and managers as having 6 qualities • 1 Passionate about high standards of service and looking for improvement • 2 Being willing to learn and to admit mistakes • 3 Seeking consensus

17. Key thoughts on Leadership and Management • 4 Concerned for the treatment of people • 5 Having realistic visions • 6 Committed to relationships with professional colleagues

18. Key thoughts on Leadership and Management • Beverley Alimo Metcalfe describes leadership and management as; • A contact sport • Being obsessed with values – living inside out • Connecting what you do with who you are and those you serve • Having more belief in others than they have in themselves and keeping the faith until they come to believe it for themselves

19. Key thoughts on Leadership and Management • Max du Pre said that leadership and management are about • Polishing, liberating and enabling the gifts of others • Bearing not inflicting pain • Giving people space to exercise gifts and be themselves • Behaving with consistent and dependable integrity

20. Key thoughts on Leadership and Management • David Wilkinson and Elaine Applebee - courage is more important than charisma • C S Lewis - courage is the master virtue because it makes the practice of all the other virtues possible • Warren Bennis – real leaders and managers move the human heart, demonstrate integrity, provide meaning, generate trust and communicate values

21. Hard questions for would be Leaders and Managers • Warren Bennis and James O’Toole ask 9 hard questions of would be leaders and managers • 1 Do you lead consistently in a way that inspires followers to trust you? • 2 Do you hold people accountable for their performance and promises? • 3 Are you comfortable delegating important tasks to others?

22. Hard questions for would be Leaders and Managers • 4 How much time do you spend developing other leaders? • 5 How much time do you spend communicating your vision, purpose, and values? Do people down the line apply your vision to their day to day work? • 6 How comfortable are you sharing information, resources, praise and credit?

23. Hard questions for would be leaders and managers • 7 Do you energise others? • 8 Do you consistently demonstrate respect for others? • 9 Do you really listen?

24. 10 steps to Leadership and Management • 5 process steps • 1 Listen to other People • 2 Think about what they have said • 3 Exercise judgement – come to a decision • 4 Explain your decision and persuade others • 5 See it through with courage

25. 10 steps to Leadership and Management • 5 behaviour steps • 1 Demonstrate your commitment to the work of your organisation and your belief in service improvement • 2 Respect the people you work with and take delight in their development • 3 Exercise empathy – put yourself in other people’s shoes

26. 10 steps to Leadership and Management • 4 Build trust by acting with integrity and living your values • 5 Act with humility and be willing to learn

27. Topics • People and the other 2 factors in real change • People and the other 5 factors in performance management • Leadership and Management – definitions • Leadership in Health and Social Care • Management in Health and Social care

28. Topics • What matters • Servant leadership and management • What people need from their managers • Key thoughts on Leadership and Management • Hard questions for Leaders and Managers • 10 steps to Leadership and Management

29. 3 principles for Leadership and Management in Health and Social Care • 1 Patients, clients and carers – first, last and always • 2 Front line staff second. Managers should serve front line staff not the other way around • 3 Treat people as you would wish to be treated – no bullying, no harassment, be just and fair