LEADING WELL THE PROGRAMME
Hello,
I'd like to personally say thank you for joining our Leading Well programme. The Leading Well programme aims to support our aspiration to be a values-led organisation where compassionate, kind and inclusive leadership can allow us to create a psychologically safe environment for our colleagues, as well ensuring we provide high levels of care for our patients and service users.
I hope you enjoy your time on the Leading Well programme. There are a lot of exciting things happening, such as MBTI personality profiling, 360-degree feedback, as well as an interactive session with Ivan Hollingsworth on the importance of psychological safety and trust within your team. As a Trust, we really appreciate your involvement and thank you for sparing your valuable time for the course. I am sure that by participating in the Leading Well programme, you will gain useful knowledge as well as new innovative ideas on how you can be the most compassionate leader.
Welcome to Leading Well!
Leading Well aims to support our aspiration to be a values-led organisation where compassionate, kind and inclusive leadership creates a psychologically safe environment for colleagues, ultimately impacting our patients and service users. The programme will provide current & aspiring leaders with facilitated space to better understand what is expected of them at Gateshead Health and reflect on their own approach on how to create compassionate and inclusive cultures for their teams.
This handbook can be accessed anytimeduring the programme, or afterwards as a refresher!
LEADING AT GATESHEAD
COMPASSIONATE
PSYCHOLOGICAL SAFETY
STRATEGIC LEADERSHIP
FURTHER RESOURCES
Ground Rules
Thank you for attending the Leading Well Programme To help this programme run smoothly over the next three sessions, please see below just 6 things we expect you to sign up by attending
Be present
The more you actively participate, the more you'll get out of it take responsibility for the quality of the discussion.
Keep to time
Please arrive on time, and after breaks / lunch
Ask questions
There are no stupid questions!
Keep it confidencial
As this is a leadership programme, what is shared in the room, stays in the room
Stay focused
Keep Outlook closed when using the booklet in the sessions If you need to urgently take any calls, please take these outside the session
Be respectful
Listen to others, challenge respectfully and share your personal experiences
Meet the Team
Find out more about the team you'll be with, or in contact with over the next three sessions.
Sam Corcoran
Organisational Development Practitioner
Sam has over 20 years’ experience in the field of HR / L&D / OD and has worked in a consultancy capacity with organisations across a broad range of industries & sectors, including commercial, not for profit & third sector Sam is a qualified coach, a certified instructor for MHFA England and EQi2.0 (emotional intelligence).
Kerry Gowland
Organisational Development Practitioner
Kerry has worked for Gateshead Health since 2005. During her time with the Trust, Kerry has seen a huge amount of change, but fundamentally believes that the key to developing our services (both to our patients and each other) is the way in which our people are supported, both in their career development but also as they navigate their lives outside of work. Prior to joining the NHS, Kerry worked in the private financial services industry for 10 years
Aligned to: CSS & Corporate Services
Charlotte Conn
Organisational Development Practitioner
Charlotte is an Associate CIPD member and has worked in various NHS organisations over the last 5 years including mental health and business services. She has supported teams with various OD projects, HR issues and large-scale changes including the opening of new hospital sites, culture improvement projects and encouraging innovation in teams
Aligned to: Medicine & Community
Aligned to: Surgery & QEF
External Speaker
Ivan is our speaker on Psychological Safety He is Chair of the Board of Trustees at CHUF (Children’s Heart Unit Fund) where he has used his own experience to raise awareness, support fundraising, PR and comms Ivan is also a regular contributor to the Northumbria Healthcare Trust Leadership Programme.
Ivan Hollingsworth
MBTI
MBTI Step I is a powerful, versatile personality type assessment that provides the foundations for type based on four fundamental dimensions of individual difference, to create 16 personality type deep understanding of personal motivations and group interactions. MBTI Step I looks at personality type profiles
Quiet, serious, succeed by being thorough and dependable Practical, matter-of-fact, realistic, and responsible. Decide logically what should be done and work toward it steadily, regardless of distractions Take pleasure in making everything orderly and organisedtheir work, their home, their life. Value traditions and loyalty
Quiet, friendly, responsible, and conscientious
Committed and steady in meeting their obligations
Thorough, painstaking, and accurate Loyal, considerate, notice and remember specifics about people who are important to them, concerned with how others feel Strive to create an orderly and harmonious environment at work and at home
Seek meaning and connection in ideas, relationships and material possessions Want to understand what motivates people and are insightful about others
Conscientious and committed to their firm values
Develop a clear vision about how best to serve the common good Organised and decisive in implementing their vision
Have original minds and great drive for implementing their ideas and achieving their goals Quickly see patterns in external events and develop long-range explanatory perspectives When committed, organise a job and carry it through Sceptical and independent, have high standards of competence and performancefor themselves and others
Tolerant and flexible, quiet observers until a problem appears, then act quickly to find workable solutions
Analyse what makes things work and readily get through large amounts of data to isolate the core of practical problems Interested in cause and effect, organize facts using logical principles, value efficiency
Quiet, friendly, sensitive, and kind Enjoy the present moment, what's going on around them Like to have their own space and to work within their own time frame
Loyal and committed to their values and to people who are important to them Dislike disagreements and conflicts, don't work their opinions or values on others
Idealistic, loyal to their values and to people who are important to them. Want to live a life that is congruent with their values Curious, quick to see possibilities, can be catalysts for implementing ideas Seek to understand people and to help them fulfil their potential Adaptable, flexible and accepting unless a value is threatened
Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than in social interaction Quiet, contained, flexible, and adaptable Have unusual ability to focus in depth to solve problems in their area of interest Sceptical, sometimes critical, always analytical
Practical, realistic, matter-of-fact Decisive, quickly move to implement decisions Organise projects and people to get things done, focus on getting results in the most efficient way possible Take care of routine details Have a clear set of logical standards, systematically follow them and want others to also. Forceful in implementing their plans
Warmhearted, conscientious, and cooperative Want harmony in their environment, work with determination to establish it. Like to work with others to complete tasks accurately and on time Loyal, follow through even in small matters Notice what others need in their day-today lives and try to provide it. Want to be appreciated for who they are and what they contribute
Warm, empathetic, responsive, and responsible. Highly attuned to the emotions, needs, and motivations of others Find potential in everyone, want to help others fulfil their potential May act as catalysts for individual and group growth Loyal, responsive to praise and criticism Sociable, facilitate others in a group, and provide inspiring leadership
Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organisational problems Enjoy long-term planning and goal-setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others Forceful in presenting their ideas
Flexible and tolerant, take a pragmatic approach focused on immediate results Bored by theories and conceptual explanations; want to act energetically to solve the problem. Focus on the here and now, spontaneous, enjoy each moment that they can be active with others Enjoy material comforts and style Learn best through doing.
Outgoing, friendly, and accepting Exuberant lovers of life, people, and material comforts Enjoy working with others to make things happen Bring common sense and a realistic approach to their work, and make work fun Flexible and spontaneous, adapt readily to new people and environments. Learn best by trying a new skill with other people
Warmly enthusiastic and imaginative See life as full of possibilities. Make connections between events and information very quickly, and confidently proceed based on the patterns they see Want a lot of affirmation from others, and readily give appreciation and support Spontaneous and flexible, often rely on their ability to improvise and their verbal fluency
Quick, ingenious, stimulating, alert, and outspoken Resourceful in solving new and challenging problems. Adept at generating conceptual possibilities and then analysing them strategically Good at reading other people Bored by routine, will seldom do the same thing the same way, apt to turn to one new interest after another
ENTP
360° Healthcare Leadership Model
The Healthcare Leadership Model (HLM) was developed to help you become a better leader in your day-to-day role The HLM has been developed to create a vision for leadership, one that reflects the very best in care and compassion, alongside a focus on excellence in strategy, vision, direction, and engagement.
The model is made up of nine behavioural dimensions:
There are two parts to the 360° process:
Firstly, the the self-assessment tool. This has a greater focus on helping individuals to assess their leadership behaviours and understand their leadership development as a starting point. Self-assessment is a helpful way to better understand your own leadership behaviours and highlight those areas of strength as well as those where further development may be helpful.
Secondly, A 360° report is compiled using confidential ratings given by your line manager, peers, and direct reports. Giving you an insight into other people's perceptions of your leadership abilities and behaviours and helping you to identify your developmental needs and action planning around it.
Compassionate Leadership
Compassionate Leadership focuses on the impact that compassionate and inclusive leadership can have on the success of your team. We'll examine what compassionate leadership is - and importantly what it isn't - and how a team environment which is demonstrably inclusive, has benefits for all the team members. Well then focus our attention towards psychological safety, and think about whether or not leadership can claim to be compassionate, if the team members don't feel psychologically safe.
FOUR ELEMENTS OF COMPASSION
Compassionate leadership can be measured using the following items, based on the four dimensions of compassion: Attending Understanding Empathising Helping
Please score each statement as follows:
RESOURCES
Compassion in Practice Compassionate Leaders
What is compassionate leadership?
Four elements of compassion Self-Assessment
Four Elements of Compassion
Attending
It is vital that we pay attention to the very particular challenges that our people are facing. We need to identify them in order to enable improvement. If we don’t clearly understand the challenge, how can we expect our people to resolve the challenge with innovative responses?
When we pay attention to the challenge or the difficulty, we can enable a process of deep exploration This ensures that any solutions are directed appropriately.
To do this in practice, we need to: actively listen pay attention withhold judgement clarify summarise reflect share in turn
To approach listening in way which requires all of the listed, it means that we approach it with the aim of learning, gaining understanding and demonstrating empathy This in turn will contribute towards the ‘caring and compassionate connection necessary for strong and lasting bonds among leaders and employees’
Empathising
Empathetic environments, where empathetic leadership is demonstrated create a more positive emotional culture. This leads to increased ‘motivation, commitment and engagement, which are vital for innovation at every level of an organisation’
Your people are more likely to:
Make suggestions
Notice opportunities
Identify problems
The key however is that they are also more likely to make changes and act on their ideas, because they feel confident to try and fail They feel resilient enough to make and learn from mistakes They feel genuinely listened to. ‘A compassionate approach to dealing with failure can help employees to take safe risks and explore new ideas, particularly when they see failure as a necessary step in learning and innovation’
Understanding
A compassionate leader will work alongside their team members to make sense of, and understand the challenges which are being faced.
‘A collective, compassionate approach to leadership is not hierarchical and directive but engaging and supportive The more staff are enabled, supported and empowered to develop a comprehensive understanding of the challenges they face, the more likely they are to develop effective innovations in response because they have an expert perspective’.
By engaging in this type of coaching style leadership, the leader in turn will enhance their own self awareness Leaders who engage in coaching behaviours help others to discover solutions for their problems themselves, enhance their self-discovery and in turn increase their self-awareness and self-efficacy.
Helping
This component deals with the thoughtful and intelligent help that leaders offer their teams. This is not simply telling others what to do, but rather ‘finding the time and resources for innovation and removing the obstacles to implementing new and improved ways of working’
Helping includes the ability of teams to evaluate suggestions and solutions in a nonthreatening way, and speaks to the empathetic environment described above.
This model comes from research by The Kings Fund, and is adapted by Michael West from earlier work by Atkins and Parker, 2012
Compassionate leadership in practice
The table aims to identify activities to individual, and innovation, processes which the lead from through to the system.
Inter-team
Compassionate Leadership activies
Listening
Role-modelling reflexivity
Coaching
Creating a psychologically safe environment
Discovering meaningful differences and similarities
Facilitating purpose
Cognitive/emotional processes
Self-efficacy
Self-worth at work
Good relationships
Other processes
Suggesting
Noticing opportunities
Trying, failing, learning
Psychological safety
Appreciating each other
Team identification
Organisational
Exchanging information empathically
Role-modelling perspective-taking
Building awareness
Having a realistic vision
Creating a culture of belonging
Personalising purpose
Using strategy as practice/a learning process
Showcasing compassionate leadership practice
Multi-level perspectives
Organisational identification
Diversity matters
Discussion
Review and implementation
Team efficacy and potency
Lower inter-team conflict
Higher inter-team collaboration
Higher-quantity and higher-quality innovation
High levels of inclusion
Secure attachment/high organisational identification
Organisational agility and responsiveness
Organisational resilience
Faster adoption of innovation
Embracing failure as human and an opportunity for improvement
System-wide learning
Robustness/resilience
System-wide
Using strategy as a reflective learning process
System resilience
Adopting a learning perspective
Faster diffusion of innovation
Inclusive Leadership
This model of the traits of inclusive leadership was developed by Deloitte, who have researched 'live' issues, challenges and lives experiences from leaders, employees, global leaders and subject matter experts since 2011. The model offers practical ways in which these traits can be developed and behaviours that can be incorporated into our everyday working lives.
RESOURCES
The Six Traits of Inclusive Leadership
Psychological Safety
The next 3 pages are resources from Ivan Hollingsworth session based on psychological safety.
Leaders Toolkit
Category Setting the Stage Inviting Participation Responding Productively
Leadership Tasks
Frame the work
Set expectations about failure, uncertainty, and interdependence to clarify the need for voice
Emphasise Purpose
Identify what's at stake, why it matters, and for whom
Demonstrate Situational Humulity
Acknowledge gapes
Practice Inquiry
Ask good questions Model intense listening
Set up Structures & Processes
Create forums for input
Provide guidelines for dicussion
Express Appreciation
Listen
Acknowledge and thank
Destigmatise Failure
Look forward
Offer help
Discuss, consider and brainstorm next steps
Punish Clear Boundary Violations
Accomplishes
RESOURCES
Shared expectations and meaning
Confidence that voice is welcome
Orientation towards continuous learning
(adapted from Amy Edmondson, 2019)
6 Questions for Psychological Safety
Power of Vulnerability
This TED Talk, delivered by Brene (add the accent on e) Brown, studies human connection - our ability to emphasise, belong and love.
Psychological Safety
This TED Talk, delivered by Amy Edmondson, talks about building psychological safety in the work place and acknowledging your own fallibility
Leadership and Culture
Leadership and Culture looks at how we define culture and will provide you with a detailed examination of the different elements that make up a workplace culture. It also explores why civility is so important and how that impacts on culture.
What is culture?
There are many academic definitions of organisational culture, including:
The underlying values, beliefs and principles that serve as the foundation for an organisation's management system as well as the set of management practices and behaviours that both exemplify and reinforce those basic principles
The way things are done around here
The pattern of shared basic assumption - invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration - that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in a relationship to those problems.
Denison
Schein
Balogun and Johnson
The Cultural Web
Below, The Cultural Web identifies six interrelated elements that help to make up what Johnson and Scholes call the "paradigm" - the pattern or model - of the work environment. By analysing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn't working and what needs to be changed.
The past events and people talked about inside and outside the company Who and what the company chooses to immortalise says a great deal about what it values, and perceives as great behaviour.
This includes both the structure defined by the organisation chart, and the unwritten lines of power and influence that indicate whose contributions are most valued
The daily behaviour and actions of people that signal acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management.
Systems Rituals and Routines
The ways that the organisation is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organisation)
The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes
Structures
The pockets of real power in the company This may involve one or two key senior executives, a whole group of executives, or even a department The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction
Developing a Framework for a Changing Culture
What is the best way to ensure cultural change occurs as speedily and effectively as possible in the Trust? Consider the following:
Developing a Framework
What cultural strengths have been highlighted by your analysis of the current culture?
What factors are hindering your strategy or are misaligned with one another?
What factors are detrimental to the health and productivity of your workplace?
What factors will you encourage and reinforce?
Which factors do you need to change?
What new beliefs and behaviours do you need to promote?
Change plans usually address processes and ways of working that we can see "above the waterline". However, peoples' actions and intentions are shaped by the assumptions and beliefs that are locked below the surface of the organisation. Change plans must also address the 'unwritten rules' - the habits and norms that lie beneath the surface...
Plans and projects are an effective way change these things:
These things don't change overnight, but changes will start if you:
Understand what sustains old patterns and beliefs
Reduce the rewards or returns people get from 'old patterns'
Create and tell new stories that bring change to life
Enabling Conditions for Successful Change
1.Everyone shares a common vision of where you're going - what will it be like round here - the look, feel, sights, sounds, behaviours and priorities that you want.
2 Leaders are consistent role models for the future They walk the talk - so people don't see a difference between what you say and what you do Leaders are open about their own challenges, learning & development
3.Dissent and resistance are expected and acknowledge.
4.The change effort has enough resource- time, skill, energy, senior support, budget.
5.People are rewarded for behaviour and commitment that supports the change process and called to account for undermining it.
6.Commitments and promises are honoured or publicly amended if you can't honour them.
7.People involved in the change have some way to take part - offering views, feedback, ideas and responses.
8 Constant flow of communication - even if not much is happening or there are still no answers to questions Silence triggers rumour or suspicions
Civility Matters - watch the video below:
Incivility
What happens when someone is rude?
of recipients lose time worrying about the rudeness
Witnesses:
reduce the quality of their work
reduce their time at work take it out on users
Service users:
decrease in performance decrease in willingness to help others 75% less enthusiasm for the organisation
Strategic Leadership
The Strategic Leadership session explores a practical example of what needs to be considered when making decisions at this level.
RESOURCES
Executive Session Personal Action Plan
Further Resources
Thank you for attending the Leading Well programme. Please see the next few pages for further resources for you to access at any time.
Online reading
A Manager’s Guide to Helping Teams Face Down Uncertainty, Burnout and Perfectionism
Civility and Respect
How I apporach compassionate leadership
NHS People Promise
Organisational climate and culture
Teamworking, psychological safety and compassionate leadership
The six signature traits of inclusive leadership
Caring to change
Civility Saves Lives
NHS: People Plan (2020/2021)
Organisational Culture
Strategic quality improvement
The Secret to Leading Organisational Change Is Empathy
The six signature traits of inclusive leadership
e-Learning
Michael West and Compassionate Leadership
Creating Supportive Leadership cultures to deliver on the nhs long-term plan