DEVELOPING AHP LEADERS IN THE NHS IN SCOTLAND

CHANGE WEAVERS FOR LEADERS

THE PARTNERSHIP APPROACH

The programme relies on strong partnership working between The Scottish Executive who commissioned the programme, The Scottish Leadership Foundation who will project manage the programme, Fiona MacNeill Associates who will facilitate the development process, AHP managers and their organisations who nominate delegates and most importantly the AHP delegates themselves.

Key roles and responsibilities are outlined later in the document.

THE ETHOS

CHANGE: MAKE OR BECOME DIFFERENT

WEAVER: A PERSON WHO CREATES A NEW FORM BY INTERLACING THREADS FROM DIFFERENT ANGLES, MAKING INTERCONNECTED ELEMENTS BECOME ONE

LEADER: A PERSON WHO TAKES THE INITIATIVE FOR ACTION

The change weaver leader will have enthusiasm and inspiration to draw all the threads of their leadership role together. The result will be a strong and cohesive vision of the future within which each individual and team, are clear about the connections and interdependence between them.

Our vision is a high impact personal development experience for AHP leaders that will allow sustainable change in behaviour and associated performance in the workplace in their clinical and non- clinical leadership roles.

We recognise that it is the way in which this is delivered; the skill enthusiasm and energy which will ultimately differentiate this programme from others with similar content and rhetoric.

THE STRATEGIC FIT

The Change Weavers for Leaders programme underpins the competences outlined in NHS Scotland Leadership Framework and best practice around leadership development.

The programme includes action learning focussing on 360ºfeedback, life work balance, integrating organisational values into the team, leading teams in times of change and big picture awareness.

THE DELEGATE GROUP

The programme is designed for AHP’s working as:

  • Specialist Practitioners
  • Clinical Team Leaders
  • AHP Consultant Practitioners
  • Public Health Practitioners
  • Clinical / Academic joint appointments

DETAILED PROGRAMME OUTLINE AND OBJECTIVES

LAUNCH

A launch event will be designed and delivered by all the partners allowing AHP Managers the opportunity to nominate delegates onto the programme with confidence.

LOGISTICS

  • The programme will be facilitated in 4 cohorts of 16 delegates
  • Each cohort will attend 6 full days development
  • 2x2 day residential modules
  • 2x1 day modules
  • There may be some early evening activity on the interim evening
  • There will be 4-6 weeks between the delivery modules

ROLES

  • Jacqui Lunday the AHP Professional Officer and Ashleigh Dunn the Head of Leadership Development at the Scottish Executive will be involved with the programme in a consultative role as well as being one of the key stakeholders
  • The Scottish Leadership Foundation will project manage the programme and this will include; managing the recruitment and selection, choosing appropriate venues and liasing with conference providers, quality control of the training provision through the examination and reporting on evaluation data, maintaining relationships with the SE and managing the finance related to the project
  • Fiona MacNeill Associateswill facilitate the programme and this will include; development of the programme structure based on framework provided, design and production of first class learning resources, full programme evaluation, providing 7 day a week telephone support to delegates, provision of facilitation, liaison with guest speakers and maintaining relationships with SLF.
  • AHP Managers who nominate individuals for the programme will be asked to enter into a learning contract with the individual and FMA to ensure that the opportunities for the application of learning are ensured and reviewed appropriately.
  • AHP Delegateswill agree ground rules with FMA and their line manager with regards to personal and professional commitment to the learning process.

MODULE COMPONENTS

  • Each module will comprise; facilitated workshop, guest speaker, action learning and preparation for workplace task application
  • In addition there will be the opportunity to visit NHS facilities that may not generally be accessible
  • The facilitated workshops will be interactive using learner centred activities with trainer input on concepts and practical application ideas
  • Delegates will be strongly challenged to reflect on their own practice capturing learning and looking for areas of improvement
  • Each module will require delegates to complete a work-based task and report back at the next activity

MODULE 1 HIGH IMPACT COMMUNICATION SKILLS – 2 DAYS RESIDENTIAL

The module explores High Impact Communication Skills using tools such as Eric Berne’s Transactional Analysis and Neuro - Linguistic Programming. This supports the drivers for working across traditional boundaries, team based working, values and beliefs and the wider governance agenda.

Leaders in clinical environments are faced with specific communication and perception issues. This module aims to enable delegates to see ways in which high impact communication skills and personal responsibility can make a real difference to performance.

OBJECTIVES

  • To establish expectations and ways of working
  • To introduce the key players, processes and principles of the programme
  • To explore the leadership role for AHP’s in the 21st century NHS
  • To begin the personal leadership journey by exploring values and beliefs
  • To explore the context within which the AHP is required to demonstrate leadership and the challenges and opportunities that presents
  • To identify perceived power and influence and identify areas for improvement

MODULE 2 EFFECTIVE WORKING IN A CHANGING ENVIRONMENT – 2 DAYS RESIDENTIAL

This module negotiates the Change Process and the impact on AHP leaders and their role using work adapted from Elizabeth Kubler – Ross, and Stephen Covey. This supports the whole change agenda in terms of the leaders role in leading teams through change, influencing change and is particularly relevant around areas such as redesign, service improvement, single system working and patient led service provision.

AHP Leaders in clinical environments are all being asked to work differently. Whether this is the move to Community Health Partnerships for AHP’s in the traditional Primary Care setting, or the impact of the redesign of Acute Services, they will need to be ready and able not only to work effectively in the changing environment, but also to lead and influence teams and individuals at all levels.

OBJECTIVES

  • Share application of learning so far
  • Consider change and the impact of this on the role of the leader
  • Recognise the impact of personal thinking preferences and personal responses to change and the associated impact on leading the team through change
  • Utilise “The Change Curve” to explore supportive and helpful leader behaviours during change
  • Reflect on the impact of change on the organisation, the team and the individual,
    and the challenges this presents in terms of leading the team through change
  • Explore the impact of culture and how this can be effectively influenced in the new organisation
  • Identify types of change and their context, and where these are having and/or will have an impact on AHP’s

MODULE 3 – THE FUTURE LANDSCAPE FOR AHP LEADERS – 1 DAY NON RESIDENTIAL

This module challenges the historic behaviours and future requirements of leaders, capturing learning around the context and application of leadership, harnessing concepts from current leadership thinking and making real connections with the strategic agenda within the NHS.

OBJECTIVES

  • Consider the impact of values and their interpretation on leadership style and results
  • Identify and challenge dilemma’s that face the AHP leader now and in the future and consider how application of learning can minimise the impact of these dilemmas
  • Explore the role of competent leadership in creating a three dimensional organisation
  • Record 6 key leadership objectives for the next 6 months

MODULE 4 – LEADERS OF THE FUTURE – 1DAY NON- RESIDENTIAL

A final day for the delegates to reflect to the stakeholder group and their line managers what the programme has meant to them, their leadership behaviour, their teams and their organisations.

Each delegate will be required to deliver a 15-minute presentation.

THE EVALUATION

This process and others of similar content have been implemented successfully within the NHS in Scotland; NHS Glasgow, NHS Tayside and notably at NHS Ayrshire & Arran where some 500 leaders from all the leadership contexts have accessed the programme.

Similar processes have been implemented within public, private and voluntary organisations across the UK including; The Magistrates’ Courts Service, John Lewis Partnership and The Edrington Group.

Change Weavers provides the resources to motivate leaders into action, instilling confidence in them as individuals and motivating them to recognise their capacity.

Change weavers will impact on patient care, the management and leadership of patient focussed services and the effectiveness of multi professional teams.

Some examples of comments from NHS delegates are:

NHS AYRSHIRE & ARRAN

I would like to take this opportunity to thank you very much for a magical and inspirational last 6 months. You were a breath of fresh air. It has enlightened me to meet such motivated, honest, open and professional people; willing to share experiences and learning with me. This has allowed me to unleash my potential for my lifestyle journey of discovery. I will not forget this.

NHS GREATER GLASGOW

I thought I would write you a wee informal note to say that I have thoroughly enjoyed the last two years. It has been unlike any learning opportunity I have taken part in and has given me an appetite for future development and some interesting insights into my own and other’s behaviours. I’m sure the learning will live with me in the coming years and impact on my family life as well as on my professional role and my team. Thank you.

NHS TAYSIDE

The direct and honest approach has been refreshing and has allowed me to really take a look at myself, my team and the contribution we make to the delivery of patient care across Perth and Kinross. The multi - disciplinary format has allowed me to get to know people and their perceptions and the learning has at all times been fun, challenging and focussed on practical application.

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FIONA MACNEILL ASSOCIATES, MIRREN COURT ONE, 119 RENFREW ROAD, PAISLEY, PA3 4EA

0141 849 7750