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Middlesbrough Leadership and Improvement Programme. Leadership Journey Dr Catherine Hannaway 13 th November 2012 . Learning Events x 5 Development Tools – such as Learning Styles, 360 Degree Leadership Assessment and feedback, Team Roles Assessment etc Work-based improvement initiatives

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Middlesbrough leadership and improvement programme

Middlesbrough Leadership and Improvement Programme

Leadership Journey

Dr Catherine Hannaway

13th November 2012

  • Learning Events x 5

  • Development Tools – such as Learning Styles, 360 Degree Leadership Assessment and feedback, Team Roles Assessment etc

  • Work-based improvement initiatives

  • Team building/buddying/learning trios

  • TASK

  • TEAM


The Learning Cycle




Testing Reflection

Out Observation

(try) (how)




Personal wheel
Personal Wheelhttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

What makes a winning team
What Makes a Winning Team?http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp


Effort and Commitment

Individual Skills

Cohesive Approach


Myers briggs type indicator mbti history
MYERS-BRIGGS TYPE INDICATORhttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp ( MBTI ) - HISTORY

  • Based on C.G.Jung’s theory of personality types

  • Two types of people, extroverts and introverts

  • 10 years of research, subdivided extravert and introvert types into 8 types – mental functions

  • sensing versus intuition (process information)

  • thinking versus feeling (make decisions)

  • Myers and Briggs built on Jung’s research – extended model by adding judging and perceiving dichotomy (deal with outer world)

Personality Type Conceptshttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

  • Type is innate

  • Type can be influenced

  • Type is observable

  • Type is not a box

  • Type is not an excuse

  • Type indicates preferences, not skills

Preference dichotomies
Preference Dichotomieshttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp


  • Extraversion Introversion

  • Sensing INtuition

  • Thinking Feeling

  • Judging Perceiving




Buddying or learning trios
Buddyinghttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp or Learning Trios

  • Develop a habit for valuing diversity and different perspectives. We want you to become accustomed or strengthening your working across boundaries of geography, organisation, experience and styles and also giving others the opportunity for doing so.

Improvement initiatives
Improvement Initiativeshttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

  • Find colleagues you would not normally be working with

  • Define a problem aligned to the Health and Wellbeing Strategy

  • Think how you might begin to answer the 3 questions in the ‘Model for Improvement’





Understanding the problem. Knowing what you’re trying to do - clear and desirable aims and objectives

Model for Improvement

What are we trying to


Measuring processes and outcomes

How will we know that a

change is an improvement?

What change can we make that

What have others done? What hunches do we have? What can we learn as we go along?

will result in improvement?

Langley G, Moen R, Nolan K, Nolan T, Norman C, Provost L, (2009), The improvement guide: a practical approach to enhancing organisational performance 2nd ed,

Jossey Bass Publishers, San Francisco