Day 2 - 2019 CNO Summit

1. Leadership Development &
Talent Management
Peter Homa CBE, Chair, NHS Leadership Academy.
Paul Jebb, Deputy Director of Nursing (Quality), Southport & Ormskirk
Hospitals NHS Trust.

3. 3
Privileged scar tissue…
• Part time chair, NHS Leadership Academy
• 37 years NHS Management, 27 as a Chief Executive
• CE: Commission for Health Improvement 1999 – 2003
• Chair: Association of UK University Hospitals (2013 - 2017)
• Expert Advisor to Sir Robert Francis: Mid Staffordshire and “Speaking
Up” enquiries
• HEE/HEFCE Medical Expansion Panel (2017-18)
• “We live life forwards and understand it backwards” (Søren Kierkegaard,
1813 – 1855)

4. 4
September 1981

5. 5
My story – life line

6. 6
My story – life line

7. 7
“Dear me…”, you can’t lead others until you can lead
yourself
• Value of values
• Self knowledge and leadership – we are more constrained by ourselves than others
• Learning and personal development – work as a life-long seminar, learning to be
yourself more skilfully
• Continuous quality improvement: the question is not if the improvement
opportunities exist but if we chose to take them
• Time and energy management (fitness regime)
• Applying for the right job
• Always appoint people more able than yourself and support them to excel

8. 8

9. Paul Jebb, Deputy Director of Nursing (Quality), Southport & Ormskirk
Hospitals NHS Trust.

10. 10
“The NHS performs an extraordinary service and is staffed by
some extraordinary people, but the whole organisation could and
should be made more effective by the application of some
common-sense tactical and strategic thinking” Rose 2015

11. Leadership..…. Nature or Nurture..
• Leadership roles at Primary
school – developed library
• High School – Deputy Head boy
– leading
• Auxiliary Nurse - Always made
sure others had a voice
• Challenged process of getting
into nurse education

12. Nurse Education 1993 - 1996

13. Influence at all Levels

14. We Are Global Nurses….
• Exchange programme with
Nurse Education establishment
in North Italy
• Challenges faced in UK – similar
all over globe
• Learning – we should work more
collaboratively & learn from
work done wider than UK

15. 15
Life Time line
2008
Move to Central
Manchester to
enhance skills in
general
management -
became directorate
manager
late 2009
Children need their
dad...
moved back to
Blackpool to
project manage the
Productive series
2010
Blackpool -
Assistant Director
of Nursing (Patient
Experience)
2014
seconded to NHS
England National
Patient Experience
team -
implemented
Always Events®
2016
Associate Director
of Nursing -
UHMBT
Mental health lead
-ensuring parity of
care within Acute
physical health
services
2018
secondment as
Deputy Director
Southport &
Ormskirk -
suppoering CQC
Prep and Quality
improvement
2016
Completed
NHSI/NHS
England/HEE/LSBU
Aspirant Executive
Nurse Leader
Programme

16. Aspirant Executive Nurse Leader Programme
• Develop leadership capability of
nurses who were perceived to have
the potential to be appointed as
Executive nurses within eighteen to
twenty four months
• Develop gravitas as well as
knowledge.
• Understanding the nature of
strategic leadership
• Understanding emotional labour
and its impact on gravitas is
evident for influence
• Positioning Nursing to make the
maximum contribution to
organisational and public goals
• Develop critical leadership thinking
to produce more effective Nursing
outcomes.

17. 17
Aspirant Course Evaluation – Recommendations
• Leadership development focused on specific senior nurse roles
should be offered.
• New models of leadership need to be explored and students
equipped with a toolkit of leadership behaviours.
• Debate is an effective way of triggering the mechanisms require
to develop leadership capabilities
• Explicitly develop the knowledge base to:
• Create and promote professional nursing practice environments
• Add value to the delivery of organisational goals

18. Influence in many areas…. My learning
• As a Leader, need to influence others & wider agendas
• Understand limitations – but know who to ask!
• Encourage people to get involved in activities –
• NMC/RCN/NHSI/NHS England etc.
• Develop self and develop others – coaching & mentoring
• The value of relationships
• Visibility is key – also gives assurance around processes
• Give people a voice – sometimes people need permission to act/learn

19. NHS England & NHSI ongoing work….
• Each region has its own financially supported programme,
• Tailor made intensive development programmes.
• Increase the supply of 'Ready Now' Directors of Nursing includes a specific focus
on leadership for inclusion and diversity as well as integrated working.
• Talent Management and leadership programmes have now expanded
• To ensure we have leaders at all levels.
• More recently, more programmes have been developed for developing talent in
other parts of the workforce for example
• Developing newly qualified band 5 nurses - a pilot run through March 2019 by
Florence Nightingale Foundation. focus on nurturing leadership talent early to
promote aspirations and retention.
• Career oversight and coaching/ mentorship for nurses from a BAME background
within Band 8c positions and above.
• The Minerva programme , aimed at retaining talent of retired , credible DoNs
• Build the talent line framework of 2019/20 and beyond , in line with thinking and
needs of the workforce, ensuring it contributes to the LTP objectives.

20. Thank you
any Questions