National Leading Transformation of Health & Wellbeing Programme 2014

Learning Event 5Leading Systems Transformation

Leading Systems Transformation:

• What do we mean by systems leadership?

• identifying the challenges for systems leaders

• tools that could help.

All models are wrong but some are useful”

W Deming

What is Systems Leadership?• Local leaders from across the health & care system sharing

a cohesive approach to working together to improve the whole local health and care system.

• ‘System leaders’ have clear, shared priorities that are grounded in the needs of their communities and not in the interests of individuals or their organisations.

• The Health and Social Care Act 2012 established HWBs as the lynchpin of system leadership.

• System leadership is vital to delivering integrated care, transforming services to address the financial and demographic challenges facing health and social care, and tackling health inequalities.

Towards a New Model of Leadership in the NHS Jan 2014

What Does ‘Good’ Look Like?

• Can articulate a clear purpose and vision • A space where difficult discussions and robust

debates can happen• Discussions are linked to actions.

The future of system leadership, Feb 2014

How do you make that happen?

• Good working relationships• Bottom-up• A good HWBB will engage and consult widely

with partners• Defined process• A strong chair/leadership

3 Top Take Away Messages:

i. Shared purpose matters – e.g. improving children's outcomesii. Relationships matters – allows difficult discussions to happen and builds trustiii. Trust matters – without trust, partners will continue to approach things from an organisational perspective.

The following personal leadership traits really make a difference:

1. Values driven, aligned around a shared ambition

2. Personal drive to deliver better outcomes3. A genuine sense of ‘community’.

Effective Systems leaders’ have relentless drive to ‘achieve for community’, characterised by:

• Humility and a passion to learn• Courage to experiment• Seeking diverse perspectives• Suspend certainty and embrace uncertainty.

• Adaptive Leadership• Emotional Intelligence• Servant-Leadership

Situational Leadership Model

(Hersey & Blanchard)

D1—Low competence and high commitmentD2—Low to some competence and low

commitmentD3—Moderate to high competence and

variable commitmentD4—High competence and high commitment

Diagnosing Development(Competence & Commitment)

1. Match

2. Over-supervise

3. Under-supervise

Three Choices

Top 6 Ineffective Leadership Traits

1. Avoiding conflict2. Fostering unhealthy competition3. Seeing only what’s wrong4. Taking all the credit5. Controlling everything6. Focussing Exclusively on the Goal

Judy Ringer

National Leading Transformation of Health & Wellbeing

Programme 2014

Learning Event 5Leading Systems Transformation