Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk

1. Open, transparent and
visible leadership
..and why medical leadership?
Dr Mark Newbold
CEO, Heart of England NHS FT
21 June
@drmarknewbold www.marknewbold.com

2. Outline
What is the leadership challenge?
What style and approach do we need from
our leaders?
Why is medical leadership important?
Are we using our medical leaders to best
effect?

3. Intro

4. Intro
Histopathologist
Range of clinical management roles
Aspiring CEO programme in 2007
CEO since 2007
Transformation of hospitals, and leadership
Role of social media

5. Outline

6. The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care

7. The big challenges
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care
questioning
involving
clinical engagement
empowering, culture of excellence
common purpose, credible
resilient, inspiring, innovative
collaborative
clinical engagement
open, transparent
engaging, trusted
broad view, ‘doing the right thing’

8. Outline

9. NHS leadership
There is no…
hidden / political / managerial agenda, or ‘black book’
There are…
inherent challenges that are complex
The job is to…
improve care quality, while transforming services, within
available resources – and take people with us
Leaders must be able to…
manage, understand and work through complex issues,
engage and inspire staff, build a relationship with the
public, work with partners –and - take criticism, be
scrutinised, manage upwards!

10. There are frustrations!
top down, directive harsh performance culture
narrowly focused targets
organisation trumps system
rules can trump principle
secrecy is ingrained
media
professional conservatism
MP’s

11. build a regular dialogue
a person not a bureaucrat
open up managerial decision-
making
be accessible and transparent
share the dilemmas and
complexities
to build trust
we need a new style of leadership…

12. …and a new way of engaging?
Traditionally we use…
comms for ‘telling’
engagement for ‘asking’
but in todays connected world we
need to be part of the debate

13. Our strategy
‘power lies in connections and networks’
‘issues are debated continually, be part of it’
‘hierarchies are flattening – be accessible, ready to give a view, and
willing to be challenged’
separate CEO and organisation
- make the CEO ‘human’: personal, open, transparent
- organisation: info, listening, messages, informing
aim is to build relationships, trust, and
understanding

22. Twitter - social media types, health and social
media types, doctors, nurses, midwives,
commentators, public, patients, campaigners,
patients and relatives, complainants, local
‘watchers’, staff – HEFT and NHS-wide, peers,
colleagues, Think Tank people, academics,
organisation accounts, journalists, MP’s, policy
people, commercial, comms and spoofs!
LinkedIn – similar but higher proportion of
commercial
Blog – as above, but many more unknowns!

25. ..staff and
colleagues
respond ..

26. . as do complainants, satisfied customers, those wanting help, and journalists!

27. #, live tweeting, twitterchats

29. SoMe creates opportunities!

31. Is it a worthwhile use of my time?
many followers, including staff, ‘customers’, public
many readers, including staff, peers, and influencers
queries and complaints come increasingly via social media
I feel informed and ‘in touch’
being open & transparent is building trust and confidence
in organisation
Able to influence opinion, land messages, generate debate

34. How
transparent am
I?

35. Has transparency been
achieved?
i am contactable by anyone
i am ‘out there’ and part of debate
anyone can debate current issues with me
i can be challenged by anyone
my views are stated and open to comment
details of my decision-making, and how I spend my
time are open and available for all to read

36. Outline

37. It’s a ‘clinical’ agenda we must deliver
• Balancing quality, performance and money
• Improving outcomes
• Creating a culture of safety and compassion
• Transforming care from acute to long term conditions model
• Joined up, dignified and appropriate care for the frail elderly
• 7 day working
• Leading in a ‘goldfish bowl’ and being accountable
• Tackling health inequalities and improving preventative care

38. Outline

39. Medical leaders bring…
clinical understanding and expertise
values / vocation
independence of mind (!)
ability to create consensus with colleagues
They also…
understand real challenges better
commit most NHS resource

40. What do CEO’s want from medical leaders?
guidance and advice
clear clinical planning / strategy
creation of clinical consensus
constructive involvement in ‘real world’ debate on resource /
constraints
leadership on outcomes and quality

41. Some advice to medical leaders…
management - not ‘dark art’ - is about people and their
motivations
be straight, honest, principled, and...
...be prepared to take difficult decisions
consult often, be clear and open
policies are broad – it’s the interpretation and implementation
that really matters
always understand the wider context
seize the initiative, don’t wait
it’s not about ‘them’, it’s about us!

42. …and finally
don’t worry about being able to read spreadsheets and budget
statements!
concentrate on what you uniquely bring, and work with your
general manager colleagues
and…
never forget that your real mandate comes from your patients,
your colleagues and your public… not from your manager!
THANK YOU!