high impact leadership framework
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High Impact Leadership Framework. www.ihi.org. Mental Models for Leadership. Volume. Value. High Impact Leadership Behaviours. Engage Across Boundaries. Shape Culture. Engage Across Boundaries. What are you proud of?. What are you proud of?. 2006. Mary Pitcaithly CEO Falkirk. - PowerPoint PPT PresentationTRANSCRIPT
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High Impact Leadership Framework
www.ihi.org
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Mental Models for Leadership
Volume Value
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High Impact Leadership Behaviours
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Engage Across Boundaries
Engage Across Boundaries
Shape Culture
Create Vision and Build Will
Deliver Results
Develop Capability
Driven by People and Community
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What are you proud of?
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What are you proud of?
2006
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Mary PitcaithlyCEO Falkirk
‘For years after we built our new school estate I drove past them and was very very proud’
We said education was important to us in Falkirk but we had to demonstrate that we
took children’s learning very seriously
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‘Truly the most important work being done in the world……
…….I mean it’
Charlie Homer
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‘How do you live the behaviour’
Ros Gray
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Why I like PDSA and this model of Improvement Science
• Simple
• Logical - Driver Diagrams show a logical flow
• Transparent - Driver Diagrams show individual elements of
change ideas
• The more you use it the easier it gets (wider use)
• Accountable – set targets
• Data - see what has made the difference
- Sasha (Aberdeen) – ‘run charts made my life
easier’
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Co-ordinating Leadership - What I’m finding
• From Improvement Advisers – Key Changes and Pioneer Sites
• Great tests of change
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What I’m finding across Partnerships
Reform
Reform
Reform
ReformLeadership
• Not all senior leaders understand the methodology
• EYC is in the mix with a broad range of reforms and change
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What I’m finding across Partnerships
Leadership
• Not all senior leaders understand the methodology
• EYC is in the mix with a broad range of reforms and change
• Capacity – PMs / DMs
• Fit (part GIRFEC)
• Data anxiety
• Capture
• Presentation
• What to do with it
Reform
Reform
Reform
Reform
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Changes Something is different from Before to After
Do Leaders need to be convinced?
Data? (Sasha ‘process vs people’)
Stories? - (Graham ‘incredibly exciting’)
Evidence? - (Graham ‘priceless this work’)
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Changes – Before and after
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Changes – Before and after
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Joyce White
Chief Executive
West Dunbartonshire Council
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Making improvement methodology meaningful
Inspiration from Scottish Borders Choir
How do we make it fun locally?
Lead the change
What it means to me
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My personal commitment
My stretch aim
My Drivers
Scaling it up
Fit for 14…Fit for the Future
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Data drives Improvement
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
-2
-1
0
1
2
3
4
5
6
Median
Goal
Fit for 14 challengeLbs lost
Late meetings
Enthusiastic start
Swimmingdaily
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EYC in West Dunbartonshire
Embedding the approach
Finding our local leaders/influencers
Strategic context
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Executive Group oversight
Leadership walk rounds
Highlight reports
Our approach
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Be visible
Encourage participation
Encourage innovation & curiosity
Purpose
Top Tips
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Changes – Before and after
Responsive - do something
Relentless - not just today
Receptive - to data and evidence of change
• Reduce duplication
• Reduce number of processes
• Improve outcomes (Stories)
• Improve ‘value’ for money / reduce the cost
How do we become more receptive?
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Person Centred-ness
Keep the child at the centre of leadership decisions across a
broad range of policies
Leading the Early Years Collaborative: Leadership behaviours
By 2016, Leaders in the Early Years Collaborative demonstrate the High Impact Behaviours for the delivery of amazing outcomes for children in Scotland
Front Line engagement
be a regular authentic presence and be a visible champion of
EYC
Aim Primary Drivers Secondary Drivers Key Actions
Show teams I am championing EYC by
Shape culture by
Make results transparent by
Engage across organisational boundaries by
Develop capability and competence by
Transparency
about results, progress, scrutiny, failure and future
options
Boundariless-ness
encourage practice systems thinking across boundaries
Relentless Focus
keep the national and local EYC vision at the heart of policy
decisions
When I go back to my partnership after this learning session I am going to……
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