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