introducing leadership ideas to politicians

1. South West Regional Health and Well-being Leadership Academy Effective Leadership in times of change and uncertainty Robin Douglas Douglas Consulting Services March 2011

10. Leadership in action: John Adair focused on leaders need to balance…. Task Team Individual We also need to include a 4th domain … the organisation & the political context

18. Outputs/Services Inputs Outcomes Changes in individual behaviour Real personal benefits Enhanced knowledge and choice Wider health and social gains Consensus Building Partnership strategy development Organisational arrangements Joint funding plans ‘ Single door’ services Information to consumers/ public/users Partnership projects Improved access to services Depend on Lead to A framework for outcomes Joint service delivery Depend on Lead to Inform organ- isational changes

19. Mapping your partnership working Tensions Conflicting priorities Turf wars Service focus Integrated activity Flexible use of staff Rule breaking Tensions in governance Outcomes focus Complex accountabilities Façade activities Large scale meetings Expressive focus Networking Cultural development Relationship building Governance focus action planning agency collective orientation mode

20. Who’s outcomes? Understanding Needs: Jonathan Bradshaw Comparative Needs Normative Needs Expressed Needs Felt Needs

21. Three mind sets that shape organisational life Underlying beliefs set the tone and expectations for leading in complexity. Avoid the traps of other’s paradigms, metaphors and perspectives The Metaphor is: The Focus is: 1. ‘Newtonian’ Clock/mechanical Planning, systems & outcomes 2. ‘Darwinian’ Plants- evolution and Learning, organic growth, change scenario choices 3.‘ Lost in change’ Heroes in chaos Political, opportunist, rule breaking, short life systems, ‘messy choices’

22. Leading with different sources of authority….. Positional Based on Role & Organisational Position Given Wisdom Based on the Belief & Trust of Others Earned Knowledge Based on Personal Capacity Experience & Understanding Acquired

23. The learning leader…… from the unknown unknowns Unconscious incompetence Conscious competence Unconscious competence Conscious incompetence

27. Understanding the context for change PRESSURE FOR CHANGE CAPACITY FOR CHANGE A CLEAR SHARED VISION ACTIONABLE FIRST STEPS Bottom of “in-tray” Anxiety and frustration A fast start that fizzles out Haphazard efforts & false starts

29. Processes People Policies Culture Organisational norms Ways of working Style Skills Personal Values Individual Behaviour Explicit organisational values Roles Defined goals & priorities Public statements/ policies & strategies 3 Dimensions of Change in Organisations

30. ‘ Scott and Jaffe’: Reactions to change DENIAL COMMITMENT RESISTANCE EXPLORATION Past Future External Environment