Leading with Unity

LEADING WITH UNITY 2023- 2025 Course brochure

A word from our Chief People Officer

Dear colleagues, These are challenging and exciting times.

North Tees and Hartlepool NHS Foundation Trust are committed to developing you as an individual, to being and becoming the best version of yourself to help us on our journey.

Our Trust’s leadership charter sets out the values leaders require to help us to develop and deliver our vision. This was produced in collaboration with you via the Our Trust, Our Future platform.

Our aim in developing this programme is to offer you the opportunity to enhance your leadership skills and be a pivotal part in delivering the highest quality care to our local population.

The programme offers a range of development opportunities delivered through a variety of modes.

In sponsoring this programme, I am demonstrating my commitment to supporting leaders across the organisation and I hope that you will become an excellent leader, role modelling and displaying the leadership charter on an on-going basis.

If you have any questions, please email nth-tr.odaccess@nhs.net.

Kind regards, Dr Susy Cook Chief People Officer

Programme details Delegates This programme is for anyone who has leadership responsibility for multiple teams within their role.

Overview As a leader, you have the potential to play a significant role in the Trust and have a major impact on patient care and the people around you.

The Leading with unity programme is designed to develop your leadership awareness, skills, knowledge and behaviours. This programme develops those concepts and will focus on strategic leadership, complex systems, resilient connections, coaching skills, methods for innovation and quality improvement (QI).

It will support you to contribute to leadership at North Tees and Hartlepool NHS Foundation Trust and motivate others around you to contribute to, and deliver, our ambitious vision.

Structure The programme is delivered in eight sessions over six months, which provides an opportunity to practise and consolidate what has been learned between the formal sessions. The programme includes:  Access to a virtual platform  A Myers Briggs Type indicator (MBTI) report  Healthcare 360 leadership model There will be allocated facilitators for each cohort who will manage the platform and make sure that learning is shared and conversations are tracked and recorded to demonstrate achievement and progress.

Outcomes By the end of the programme you will have:  An increased understanding of your role as a high level leader at North Tees and Hartlepool  Improved awareness on strategic leadership concepts and how your leadership facilitates and manifests change and improvement  Increased appreciation of the differences and challenges of leading and working through complex systems and structures  Understanding of the impact of developing and maintaining resilient connections  Expansion of your day-to-day coaching skills  Development of QI skills Commitment Participation in this programme requires your commitment to attend and participate in each activity and session in full.

Programme content Your purpose as a leader This session is designed to introduce you to the programme and its format. It is an opportunity to meet your fellow delegates and ask questions. You will further explore, through discussion, selfawareness, emotional intelligence and be offered opportunity to work through a coaching discussion activity.

You will participate in reflective individual and group work. You will also be directed to online learning material to explore following the session.

Outcomes By the end of the session you will have:  Gained an improved understanding of your own personal leadership journey  Conduct a network analysis activity highlighting connectivity and relational structures  Assess your leadership skill using the nine elements of the NHS Leadership Model  Understand how you can use reflection as a powerful high level leadership tool  Completed a personal development plan to outline your commitment to your lifelong learning process and involvement in the programme Leadership attributes  Put our population at the heart of all we do  Engage with our staff, patients and communities, listen to their views and where possible act on them  Ensure teams are connected and inclusive  Make decisions and communicate them in an open and honest manner

Leading teams for effective performance One of the key elements to high level leadership focusses around performance. This session will explore the facets of performance, measurement across systems and how to positively impact individual, team, departmental and system wide performance.

Outcomes By the end of the session you will have:  Gained an improved understanding measuring, collecting, analysing and understanding performance data  Increased your understanding of data triangulation; turning information to wisdom  Explored strengths, preferences and biases you will typically have regarding the different available types of performance data  Understand how you can use this knowledge to be an effective leader  Empowering others to “own” their own performance data Leadership attributes  Put our population at the heart of all we do  Lead by example and live the Trust’s values  Empower colleagues to speak up and take ownership  Share the right information with the right people

Programme content Envisioning and engaging High level leadership if often predominantly about creating and communicating a compelling vision for those you lead. This session will explore the Trust’s vision through current documents and strategies in context of your own values.

Outcomes By the end of the session you will have:  Gained an improved understanding of the Trust’s vision, and values through the Trust’s CARE Charter  Increased your understanding of the engagement process impacts overall performance  Discuss the power of stakeholder feedback  Understand how you can use this knowledge to be an effective high level leader Leadership attributes  Engage with our staff, patients and communities, listen to their views and where possible act upon them  Be clear on our vision, purpose and key priorities  Make decisions and communicate them in an open and honest manner  Be visible and approachable Leading for high performance Developing discussions around performance, this section looks at your performance as a high level leader.

Outcomes By the end of the session you will have:  Gained an improved understanding of your own personal leadership performance  Increased your understanding of the importance of “ leadership hygiene” behaviours such as reflection, seeking out genuine feedback and compassion  Explored the importance of inclusion  Understand how succession planning is a “win-win” essential  Completed a healthcare 360 assessment Leadership attributes  Recruit and promote people fairly  Foster greater collaboration with other Trust’s and local authorities  Empower colleagues to speak up and take ownership  Address poor performance and behaviour  Ensure teams are connected and inclusive

Programme content Leading with power and influence In large complex systems and organisations, power and influence take many forms. This session will explore the “iceberg” model of influence.

Outcomes By the end of the session you will have:  Gained an improved understanding of power, your own personal power, others and how these interact  Discuss the ethical implication of power dynamics  Explored the differences and implications of power and influence and formal and informal power structures  Understand how you can use this knowledge to be an effective leader  Completed a personal “locus of control” map    

Leadership attributes Lead by example and live the Trust’s values Be clear on our vision, purpose and key priorities Inspire, motivate and assure colleagues Share the right information with the right people

Choosing and connecting Within formal structure there is the perception of restriction on behaviours and choice. This session will examine this perception and give you the opportunity to re-empower yourselves and make your choices more informed and less reactive

Outcomes By the end of the session you will have:  Gained an improved understanding “self as instrument”  Increased your understanding of how communication styles impact high functioning leadership  Explored the impacts of cognitive bias has on high level leadership  Understand how choice and the “perception of choice” differs in regarding leadership  Discuss how fostering a culture of autonomy and advocacy positively impacts high functioning organisations Leadership attributes  Engage with our staff, patients and communities, listen to their views and where possible act upon them  Foster greater collaboration with other Trusts’ and local authorities  Ensure teams are connected and inclusive  Ensure staff feel safe  Support and model wellbeing and resilience

Programme content Strategies and models for leading change High Level leadership is the fundamental gatekeeper to facilitating effective, sustained change.

This session provides an introduction and review of the change mechanisms and models used by the Trust and highlights your role within that.

Outcomes By the end of the session you will have:  Gained an improved understanding the different models of change used within the Trust  Increased your appreciation of the executive sponsor role within the QI process  Explored the concept of “leading for improvement” and how you demonstrate and role model best practice Leadership attributes  Engage with our staff, patients and communities, listen to their views and where possible act upon them  Provide the resources staff need  Facilitate a culture of continuous improvement  Provide people at all levels with the right training and development  Inspire, motivate and assure colleagues  Initiate and drive change Mastering complexity and plurality Building upon discussions around “self as instrument”, this session will focus on concepts of how the idea of individual “self” interacts with the idea of “us”.

The apparent random nature of complex systems is often a challenge for high level leadership, particularly within environments of challenge and instability. Mastery of this may not be possible but mastery of the lead response is.

Outcomes By the end of the session you will have:  Gained an improved understanding the concepts of mastery within complexity  Increased your understanding of leading through complexity manifests and how it can be positively shaped  Discuss the positive and negative impacts of self organising systems.  Understand how you can use this knowledge to mitigate and prepare your team to not just survive but thrive in such environments

Leadership attributes  Put our population at the heart of all we do  Engage with our staff, patients and communities, listen to their views and where possible act upon them  Foster greater collaboration with other Trusts’ and local authorities  Make decisions and communicate them in an open and honest manner  Share the right information with the right people  Be visible and approachable