Outline

1. Welcome to Delivering the Future Cohort 11Hazel MackenzieHead of the National Leadership Unit (NLU)

2. Outline • Background to the programme • Development centre • Ways of working

3. Why are you here?

4. Wanting to get it right • Wanting to be understood • Wanting to be liked

5. 1. Design, develop and deliver leadership and management programmes • . Work with partners to support policy development and implementation The National Leadership Unit (NLU) in NES works collaboratively with a wide range of stakeholders to support Health Boards and wider public services to build leadership and management capability and capacity for the delivery of public services transformation – including the 2020 Vision • . Enable and support collaborative cross-service working • . Offer support to individuals, teams and systems • . Act as a conduit to share best practice between individuals, organisations, sectors and countries • . Provide national resources to support partners Role of the National Leadership Unit (NLU)

6. Approaches to development • Shift away from individual leaders and towards leadership development and creating the right climate • Thinking about how we sustain development and utilise more fully the capacity that we build • Focussing on development linked to live context e.g. action learning support for CHCP’s, delivery of QI projects, organisational exchanges • Working with intact teams to support their effectiveness • Focussing development on working collaboratively testing new approaches i.e. dialogue, Art of Participatory Leadership, brief interventions • Building new relationships with new partners…looking at what we can do together • Interpreting leadership and management development more broadly to include frameworks rather than courses, connecting people through on-line communities, mentoring, action learning • Focussing on interventions which support ways of ‘being’ and not just knowing and doing • Building resilience and the ability of leaders to cope with ambiguity and build trust with partners

7. The journey so far…..

8. The question • How can we identify senior strategic leaders from across the system and prepare them for future roles at Board, regional and national level?

9. Outcomes of the programme • To provide a cadre of senior strategic leaders across NHS Scotland who: • are able to operate at NHS Board / national level to drive improvement in health and healthcare delivery • understand the national context for health and the supporting strategies and processes

10. provide effective leadership across professional and organisational boundaries • think creatively and work collaboratively to overcome obstacles to the change process • exhibit leadership behaviours that are consistent with the leadership qualities and create an enabling culture for managing complex change

11. Evaluation • External evaluation paints a very positive picture of a • highly effective programme • 87% of participants significantly increased the range of responsibilities /moved on to promoted roles within a year of completion • Increased confidence and ambition • Improved self awareness and leadership clarity • Growth in political awareness and strategic engagement • A great advertisement for national programmes • Source: Prof Peter Spurgeon & Hugh Flannigan (2006), Warwick University • Prof Dominic Upton et al (2013) Worcester University

12. Programme interventions • Development centre • Quality improvement project • Mentoring / shadowing • CEO sponsorship • Master classes • Dinner speakers and guests • Cohort plenaries • Action learning • Coaching • Consolidation event

13. Principles for effective leadership development • Starts with realities of people’s lived experiences • Creates an environment for learning and development • Keeps ‘the point', patient care and health, at the centre • Critically reviews beliefs, associated actions and leadership choices • Supports and encourages behaviour which is congruent with • espoused values • Develops relationships in service to the purpose • Makes the most of difference • Releases energy and resourcefulness

14. The development centre focus • Preparation work • Introducing yourself and the programme • Strategic awareness • Strategic healthcare leadership • Understanding ourselves and others

15. Approaches • Presentation, workshops and discussion • World café • Discussions with alumni • Creative exercises • Group discussions • Paired exercises • Reflective space • Observed exercise and 1:1 feedback • Networking • Online community and resources • Integration with the day job

16. Ways of working- expectations and obligations • Commitment – presence • Confidentiality • Using the expertise in the room • Actively valuing and utilising diversity • Reflecting and noticing • Being curious • Co-creating the programme • Experimenting, taking risks and pushing yourself • Sharing your learning • Planning now for how to sustain your development • Generosity- we get what we give • Have fun!

17. Build trust Create a safe environment for learning to happen Support and challenge Draw attention to process Offer tools and techniques for seeing things differently Walk with you Role of the programme team

18. Where are you on your leadership journey? • What are your towering strengths and gifts? • How are you going to develop these during the programme?