management within the public organisation setting leadership and collaborative working to improve...

Management within the public organisation

setting

Leadership and collaborative working to improve population health and wellbeing

West Midlands Public Health Practitioner Development Scheme

Rachael Cox, Andrew Hood & Nicola Wright (Specialty Registrars in Public Health)

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

Learning Objectives

Agenda

1. Who are you?

NHS - Health Improvement

Local Authority - Health Improvement

Local Authority - Other

Other

Clinical

Non Clinical

Line Manager

Non Line Manager

Total responses = 12

2. Awareness of management tools

Myers Briggs Belbin Jung0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

formally assessedtaken part inawarenever heard of

3. Your current duties and tasks

Total respondents = 12

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Least Interested Interested Quite Interested Most Interested

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

Feedback from the 2011 session

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

Agenda

Styles and attributes of leaders and managers

Exercise One: Famous Leaders

Understanding your Management Style

Myers Briggs

Health Warning• Very quick and dirty: four questions

• Assess the PREFERRED ways of thinking and behaving

• No indication of intelligence, suitability or potential

Four questions with two different descriptions of personality "preferences”.

Each question: Read both sets of descriptions and decide which list describes you better

Try 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

Myers Briggs

Introverts' energy is primarily directed inward,

towards their own thoughts, perceptions, and reactions.

Extraverts' energy is directed primarily outward, towards

people and things outside of themselves

.

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

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

Where is your energy directed?

E I

INtuitives are interested in connections between facts and their meanings. They

tend to be creative, imaginative, theoretical people who trust their

hunches.

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.

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

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

What kind of information do you use?

S N

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.

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

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

How do you make decisions?

T F

Perceivers like to keep their options open and are

comfortable adapting. They tend to be flexible, curious

and nonconforming.

Judgers prefer a structured, and fairly predictable environment, where they can make decisions and be settled. They tend to be organised and productive.

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

What environment makes you most comfortable?

J P

What is your type….?

ISTJ Inspector ISFJ Protector INFJ Counselor INTJ Mastermind

ISTP Operator ISFP Composer INFP Healer INTP Architect

ESTP Promoter ESFP Performer ENFP Champion ENTP Inventor

ESTJ Supervisor ESFJ Provider ENFJ TeacherENTJ

Fieldmarshal

http://www.teamtechnology.co.uk/

myers-briggs/myers-briggs.htm

Practical steps

Mentor

PDP

360°

LQF

Impartial

Good Listener

Supportive

Non-judgemental

Skilled in feedback

Interested

Bayley et al (2004) The good mentoring toolkit for healthcare

www.nhsleadershipqualities.nhs.uk

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)

WORKING WITH TEAMS

Working with Teams

The Good• Components of a successful team• Diagnostic tool

The Bad• Managing poor performance and

conflict• Improving services

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?

Diagnostics

Developing an Understanding of how your Leadership affects Others

Managing the bad

A (brief) introduction to avoiding conflict managing poor performance, and improving services

Staff: Performance management

Services: Audit

Conflict Resolution

**** ADD ANDREWS SLIDES HERE****

Performance Management

Your organisation: Policies & procedures, training, HR

Documentation: One to ones, agreements, job descriptions, letters and emails

Your skills: professional, motivational, patience

AuditPrinciples for Best Practice in Clinical

Audit

NICE (2002)

Also….

• Balanced scorecards

• Key Performance indicators

• Service Improvement

Find out more: www.institute.nhs.uk

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)

WORKING WITH PARTNERS

Working with Partners

Share some case studies....

• Opportunities and Challenges

• Tips for managing change in successful partnerships

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

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

Developing a West Mercia SARC

NHS: lead organisation for the development of sexual assault services for victims together with the police

....and....

Physical Activity Strategy

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

• 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

• 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

Leadership Issues

• Common vision

• Added value

• Willing to make changes ?

• Facilitate partnership working

• Objectives are aligned

• Mutually accountable

• Understand and respect differences ?

• Deal with conflict and frustration

• Communications are sufficient & effective

• Sharing of contributions, risks & rewards

• Equal say

Trust Issues

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 ?

Continuously seek improvements ?

Review the partnership

Seek to learn from each other ?

Use strengths and talents

Manage the changes

Learning Issues

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

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.

• Scale of change: NHS wide, local, team

• Responses to change

• Stakeholders: Public, colleagues, organisations

• Signposting: Tools for managing change

Managing change through effective partnerships

The Process of Transition

Tools for Managing Change

Change Management Toolkit• Force Field Analysis

• Communications Plans

• Stakeholder Analysishttp://www.fsdnetwork.com/

“Thinking Differently” - range of practical approaches and tools to fundamentally rethink pathways of care and service delivery.

Stakeholder Analysis

Summary

• Your style• Team• Partnership

• Thank you• Evaluation forms

rachael.cox@nhs.net

nicola.wright6@nhs.net

Further Information....

Plan your changes well…..

…. And don’t forget your partners