How to Lead a High Performing Team

Partnering Ambitious Caring Trusted

How to Lead a High Performing Team An essential toolkit for managers using an Organisational Development (OD) mindset

How to Lead a High Performing Team

Introduction The purpose of this toolkit is to bring together the essential knowledge, skills and techniques of organisational development to provide an understanding of what OD is and how to apply it across SaTH. To be effective, OD needs to be embedded into our culture for sustained transformation and learning.

This toolkit provides ideas, tools and techniques to help managers and leaders to engage with their staff to create improvements and drive innovation.

The Francis Report into Mid Staffordshire NHS Foundation Trust (2013) and more recently the reviews such as the Ockenden Review into Maternity Services (2022) and the Messenger Review into Leadership and Management in the NHS (2021) highlight the importance of culture, values, leadership and development in delivering effective patient care.

The NHS People Promise underpins everything we do - This is a promise we must all make to each other – to work together to improve the experience of working in the NHS for everyone. Watch this short video which explains the People Promise in more detail: Our NHS People Promise - PLAY-CIRCLE

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The Behavioural Science Approach to OD This approach is based on understanding behaviours, what causes certain behaviours, what motivates people and how to influence or change behaviour. The basic assumptions are: • Organisations are socio-technical systems, in that to sustain and create strong performance senior leaders need to try and align people with technological systems.

• Work and interpersonal behaviour of staff is influenced by many factors.

• Employees are motivated not only by physiological needs but also by social and psychological needs.

• Different people have different perceptions, attitudes, needs and values.

• Conflict at work is unavoidable.

“ the application of behavioural science to organisational and system issues to align strategy and capability. It enhances the effectiveness of systems through interventions that enhance people’s collective capability to achieve shared goals.”

‘Do OD’ (NHS)

• Personal goals and Organisational goals must be joined together.

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Leadership Development Framework Aspiring Leaders Internal Development Foundations of Supervision & Team Leadership

External Development Edward Jenner - National Leadership Academy NHS Graduate Management Training Scheme (GMTS)

Supervisor / Team Leader Level 1 Internal Development SaTH 1 Leadership Programme Foundations of Supervision & Team Leadership

External Development Edward Jenner – National Leadership Academy

Apprenticeships Level 3 Team Leader / Supervisor

First Line Manager Level 2

Middle Manager Level 3

Internal Development

Internal Development

SaTH 2 Leadership Programme Foundations of Supervision & Team Leadership The Root Leadership Programme

SaTH 3 Leadership Programme The Root Leadership Programme (Band 7 Nurse Leadership)

External Development External Development Stepping Up - National Leadership Academy Mary Seacole - National Leadership Academy Graduate Management Training Scheme Developing Aspirant BAME Nursing and Midwifery Leaders’ Programme

Apprenticeships Level 3 Team Leader / Supervisor Level 5 Operations / Department Manager

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Stepping Up - National Leadership Academy Mary Seacole - National Leadership Academy Elizabeth Garrett Anderson - National Leadership Academy Rosalind Franklin - National Leadership Academy Graduate Management Training Scheme Developing aspirant BAME Nursing and Midwifery Leaders Programme

Apprenticeships Level 5 Operations / Department Manager Level 6 Chartered Manager

Senior Manager Level 4

Executive Level 5

Development All Levels

SaTH

Internal Development

Internal Development

Internal Development

SaTH 4 Senior Leadership Programme Medical Leadership Senior Leadership & Coaching Programme

Board Development Programme Medical Leadership Programme

Affina Team Coaching Journey SaTH Improvement Training Inclusion Training Mental health first aid training People and HR related training Talent/appraisal and career conversation training Coaching Skills for Leaders Emotional Intelligence Ignition - New Managers Induction Introduction to Finance for New Budget Holders Resilience Awareness Values Based Conversations Values, Behaviours and Attitude Interviewing Safer Recruitment Workshop Leadership Masterclasses

Introduction to SaTH Improvement »»»» Fundamentals of SaTH Improvement »»»» SaTH Improvement Practitioner »»»»

External Development External Development Ready Now - National Leadership Academy Nye Bevan - National Leadership Academy

Apprenticeships Level 6 Chartered Manager Level 7 Senior Leader

Aspiring Programme

Personal Development

Improvement Hub

GALVANISE

SaTH BME Leadership Programme

ICB High Potential Scheme

Coaching for personal development Healthcare Leadership model 360 feedback DiSC & SDI Strive Towards Excellence Programme

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Values and Behaviours Framework

Partnering

Ambitious

Working effectively together with patients, families, colleagues, the local health and care system, universities and other stakeholders and through our improvement alliance

Setting and achieving high standards for ourselves personally and for the care we deliver, both today and in the future. Embracing innovation to continuously improve the quality and sustainability of our services

We Do's

We Do's

We work collaboratively to achieve team goals and priorities

We are innovative and communicate about our barriers to change and we work together as a team to make improvements

We help each other with a ‘can do’ attitude that supports team morale and motivation We actively listen to make sure we understand and where possible, we make the right decisions based on what we learn from others

We ensure everyone feels safe to speak up and put forward their ideas, so we can all share our views, learn from others so we can do things differently We set high standards and we celebrate and recognise each other's and the team’s successes together

We Don'ts

We Don'ts

We don’t work in silo’s.

We don’t avoid tackling issues that impact patients, families and colleagues

We don’t undermine other people or teams.

We don’t ignore people when they need support.

We don’t dismiss ideas; When ideas for improvement are put forward, we seek support, make a plan and take action to try new things We don't tolerate poor standards, andwe recognise that we are allresponsible for upholding high standards at our Trust

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Partnering Ambitious Caring Trusted

Caring

Trusted

Showing compassion, respect and empathy for our patients, families and each other, caring about the difference we make for our community

Open, transparent and reliable, continuously learning, doing our best to consistently deliver excellent care for our communities

We Do's

We Do's

We treat all people with civility and respect, valuing each other to enhance team morale, so it has a positive impact on patient care

We treat each other fairly, recognising the importance of every role within our Trust

We are inclusive; ensuring everyone feels part of the team with shared goals to achieve together

We are open and honest, and encourage people to speak up whilst respecting confidentiality, continuously learning

We are kind to each other, our patients and community as we'd like our loved ones to be treated

We take responsibility and are accountable for our actions and decisions

We Don'ts

We Don'ts

We don’t tolerate bullying or harassment

We don’t blame others

We don’t tolerate people being disrespectful or rude

We don’t over promise and under deliver

We don’t turn a blind eye to poor behaviour

We don’t keep making the same mistakes

The Trust values and behaviour framework underpins everything we do at SaTH. Our leaders and managers are expected to role model the positive behaviours, and to live the values in their everyday work.

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OD Consulting Cycle Adapted from Cummings & Worley Experience Ending

• What’s presenting?

• Who is experiencing it?

• Continuation • Closure

Entry • Seeking help • Forming ideas

Formal Evaluation

Contracting

• Review goals • Share findings

• Exploring roles • Defining success

Reflection and analysis

Data

• Quest • Obser

• What’s happening now?

• What is being said?

Action Taking

Data Analys

• OD interventions • Working with the system

• Identifying them • Summarising

Testing Ideas

Feedback

• Adjusting the plan • Re-contracting

• Giving • Receiving

Action Planning • Prioritising • Theory & models

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The OD, Leadership and Culture Commissioning Form should be completed prior to any project or intervention taking place.

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Collection

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OD Consulting Cycle As OD Practitioners, the OD team will use a consultancy approach, adopting the process shown above to work with teams and individuals. This will usually include applying the underpinning theories and models, using diagnostic tools and models to understand where problems lie, and designing and implementing interventions to bring about the desired change.

The OD, Leadership and Culture Commissioning Form - 🔗 should be completed prior to any project or intervention taking place.

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Our Approach The five fundamentals of OD at SaTH

Engagement

Leadership and OD

Making SaTH a great place to work

Developing our leaders

Reward and Recognition

Culture and EDI Building a compassionate and inclusive culture

Celebrating our achievements

Health and Wellbeing Looking after our people

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Leadership and OD Bruce Tuckman’s Team Formation Theory Tuckman's 5 Stages of Teams Development Model & How to use it | by Emma-Louise | The Launchpad - The Coaching Tools Company Blog - 🔗 This theory explores the five stages that all teams go through – from formation to disbanding (forming, storming, norming, performing, adjourning). It is particularly useful for managers to understand the needs of their team at each stage and adapt their way of working accordingly. By recognising all the stages, managers can help their team become effective quickly.

The video below explains in more detail: Tuckman’s Team Building Model | How to build a Team? - PLAY-CIRCLE

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Lencioni 5 Team Behaviours Patrick Lencioni first published his book ‘The Five Dysfunctions of a Team’ in 2002. The model describes the five behaviours that lead to a high performing team. In his book, Lencioni describes through the telling of a story, how the absence of the five behaviours (or the ‘dysfunctions’) can lead to ineffective teams. Lencioni explains that all of the behaviours relate to each other, for example an absence of trust sets the tone for a fear of conflict, and so on.

This introductory video explains in more detail: The Five Dysfunctions of a Team - PLAY-CIRCLE By using an online questionnaire, teams can evaluate their susceptibility to the five dysfunctions and identify where improvements are needed for greater team performance.

Contact the Organisational Development Team – sath.organisationaldevelopmentteam@nhs.net - ENVELOPE-SQUARE

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▶

The Five Behaviours of a Cohesive Team™ Model Patrick Lencioni

Results Accountability Commitment Conflict Trust

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Daniel Goleman’s Leadership Styles 6 Styles of Team Leadership Line managers can make a real difference in the culture they create for their teams.

Different leadership styles are available, and the key is using the right ones at the right time to make the biggest difference.

Commanding/ Coercive

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Visionary/ Authoritative

Affiliative

Democratic

Pace setting

Coaching

Description

Also refers to "dictatorship" Demands immediate compliance

Mobilises people toward a vision

Focuses on emotional needs over work needs.

Creates harmony and builds emotional bonds

Uses participation, listening to both the bad and the good news

Builds challenging and exciting goals for people. Setting high standards for performance

Connecting corporate goals while helping people find strengths and weaknesses, linking these to career aspirations and actions

Style in a phrase

"Do what I tell you"

"Come with me"

"People come first"

"What do you think?"

"Do as I do, now"

"Try this"

Underlying emotional intelligence competencies

Drive to achieve, initiative, self-control

Self-confidence, empathy, change catalyst

Empathy, building relationships, communication

Collaboration, team leadership, communication

Conscientiousness, drive to achieve, initiative

Developing others, empathy, selfawareness

When to use

In a crisis or urgency, to kick-start a turnaround, or with problem employees

When changes require a new vision, or when a clear direction is needed

To heal rifts in a team or to motivate people during stressful situations

To build buy-in or consensus, or to get input from valuable employees

To get quick results from a highly motivated and competent team

Coach, mentor and develop individuals when they need to build long-term strengths

Weaknesses

Members can feel stifled as they are treated as workers and not asked for an opinion

Lacks the ability to help team members understand how they get to a vision or goal

Confrontation and emotionally distressing positions can be avoided

Can be lots of listening but very little effective action

Can lack emotional intelligence

Can come across as micromanaging

No one style should ever be used alone – the key is having a repertoire of styles.

It’s possible to increase your repertoire of leadership styles through practice.

This introductory video explains in more detail:

▶ Daniel Goleman's 6 Leadership Styles for Team Leaders - PLAY-CIRCLE

▶ See also Situational Leadership Model: Situational Leadership Model Explained - PLAY-CIRCLE

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Leadership Conference Inspiring Leadership The conference welcomes leaders and aspiring leaders from across our Trust who are working in Leadership or Management positions as well as aspiring leaders. Key-note speakers provide the stimulation and context to the conference, exploring the latest topics and research to stimulate reflections and learning.

The Conference provides an informal space for leaders to share, learn and explore solutions together with like-minded people, and those with different perspectives.

The event provides the opportunity to use space and time away from the workplace to consider leadership styles, developing a collective compassionate and inclusive leadership style.

Further information on the Leadership Conference can be found on the Trust intranet - 🔗

Anna Gayer from New Possibilities produced a visual representation of the 2023 Leadership Conference:

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Leadership and OD Further information sources SaTH Talent Portal – Managers and Leaders – Evolving as a leader: SaTH Talent Portal - 🔗

Affina Team Journey - AOD - evidence-based tool – an online team development tool with a clear, ten-stage layout to enable teams to work through the practical and interactive materials.

Affina Team Journey - AOD - evidence-based tool - 🔗

Strengths Deployment Inventory (SDI) – can be used to identify how individuals in a team behave when things are going well and when faced with opposition or conflict.

See also • The NHS Leadership Academy for details of national programmes Leadership Academy - Better Leaders, Better Care, Brighter Future - 🔗

Everything DiSC – A simple tool that measures an individual’s workplace preferences and priorities based around four primary behaviours of Dominance, Influence, Steadiness and Conscientiousness. Learning about other people’s DiSC styles can help you understand their priorities and how they may differ from your own. A great team development tool.

SaTH Leadership Programmes / STEP / Galvanise SaTH Intranet - Leadership Development Programmes - 🔗 SaTH Intranet - Coaching and Mentoring - 🔗

Some useful videos to watch: • The importance of teaming in health and care: Amy Edmondson - PLAY-CIRCLE • The importance of psychological safety: Amy Edmondson - PLAY-CIRCLE

SaTH Intranet - Leadership Masterclasses- 🔗

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Culture Culture Iceberg – Edgar Schein Edgar Schein's 3 Levels of Organizational Culture - PLAY-CIRCLE Culture can be described as ‘the way we do things around here’. Schein’s cultural iceberg suggests there are three levels of organisation culture:

Schein’s 3 layers of organisational culture Artifacts visible cultural elements

Beliefs, Values and Attitudes strategies, goals, norms and values

Basic Underlying Assumptions unconscious, taken for granted beliefs and perceptions

1 2 3

Artifacts Aspects of the culture that are visible and are on the surface, such as types of uniform, policies and processes, or the physical environment, such as private offices or open plan layouts.

Beliefs, Values and Attitudes The values of the organisation, expected standards of behaviour, strategic documents, mission statements.

Basic underlying Assumptions Unconscious, deeply-held beliefs, attitudes and behaviours.

According to Schein, culture is the most difficult part of an organisation to change. Most change tends to focus on changes to processes with some transformation aimed at changing the Artifact level, rather than change that is longer lasting and impacts on staff behaviour and beliefs.

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SaTH Culture Dashboard Key data from the Staff Survey The Culture Dashboard was established to present key data from the staff survey into six themes for the Trust to focus its cultural transformation programme.

Each theme has been standardised to include four questions from the Staff Survey.

The Dashboard continues to be a key metric for the cultural transformation within the Trust. The six key themes have enabled there to be a focused approach to support and cultural interventions to drive the increase in scores.

2021 Score 2022 Score 2023 Score

Culture Dashboard Compassion 80% 75% 70% 65%

Health & Wellbeing

60% 55%

Vision & Values

50% 45% 40% 35% 30%

Learning and Innovation

Teamwork

Goals & Performance

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Culture - Change Burke Litwin Model of Organisational Change – First Order/Second Order Change The Burke-Litwin Model: A Conversation with Warner Burke - PLAY-CIRCLE This model suggests that OD interventions that are directed towards structure, management practices, policies and procedures result in first

Mission & Strategy

order change, or transactional change.

OD interventions that significantly change the organisation’s mission, strategy or how leaders lead results in second order change, or transformational change. It is about changing the culture in order to

Structure

bring about changes in individuals and organisational performance.

Task & Skills

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External Environment

Leadership Organisational Culture

Management Practices Systems

(Policies & Procedures)

Work Unit Climate

Motivation

External Environment

'Warner shares the history behind how his famous “Burke-Litwin” model was created, offers suggestions on how to use the model, and walks us through the theory, stepby-step, explaining how each item is connected' ‘The Burke-Litwin Model’

Individual & Organisation Performance

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Culture - Change

The Process of

(Fish

The Change Curve John M Fisher's Process of Transition - PLAY-CIRCLE

At last something’s going to change

John Fisher adapted the ‘change curve’ originally developed by Elizabeth Kubler Ross, based on his experiences of working with organisations and observing their responses to change.

The model can be viewed through the lens of organisational

What im will this h How will it me?

Can I cope?

t

change as well as personal change.

At others

ge

An Happiness

r

Anxiety

Fear Complacency © J M Fisher 1999/2012.

Free for personal and organizational development use.

Not to be sold or copied for general publication. A free resource from www.businessballs.com with permission of John M Fisher. See the theory and explanation at https://www.businessballs.com/change-management/ personal-change-stages-john-fisher

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Thr

f Transition - John Fisher, 2012

her’s Personal Transition Curve) Denial

Change?

What Change?

mpact have? t affect ?

Disillusionment

I’m off!! ....this isn’t for me!

This is bigger than I thought!

reat

This can work and be good

I can see myself in the future

Moving Forward

Did I really do that?

At self

Who am I? Gradual Acceptance

Complacency

I’ll make this work if it kills me!!

Guilt

Depression

Hostility

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Culture - Change The McKinsey 7S Model The McKinsey 7S Model is a diagnostic tool which helps to understand and identify the gaps and inconsistences to develop a holistic, whole systems solution. It proposes that an organisation consists of 7 interdependent factors which are divided into two groups: Hard Elements:

Structure

• Strategy: the plan devised to deliver the organisation/team goals.

• Structure: the way the organisation/team is

Strategy

Systems

structured and who to reports to whom.

• Systems: the daily activities and procedures that

Shared Values

staff members engage in to get the job done.

Soft Elements: • Shared Values: organisation/team values

Skills

Styles

• Skills: Skills and capability of the staff to deliver the strategy • Style: the style of leadership adopted

Staff

• Staff: availability, capacity and overall morale.

The Organisational Development Team will use this model when undertaking a cultural review within a team/department to identify areas for improvement/action plans.

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Culture - Change Further information sources Lewin Three Stages of Change - Unfreeze, Change, Freeze Lewin, Stage Model of Change Unfreezing Changing Refreezing Animated Part 5 - PLAY-CIRCLE Kurt Lewin developed his model for understanding change in the 1940. His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change that he describes.

The first stage of change involves preparing the organization to accept that change is necessary, which involves breaking down the existing status quo before you can build up a new way of operating - Unfreeze.

After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things - Change.

When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze - Refreeze For more information on any of the above, contact the Organisational Development Team.

See also • STEPS – Simple, Thinking, Emotions, Practical, Stories (Damian Hughes) The Five STEPS to a Winning Mindset book launch - PLAY-CIRCLE • Kotter’s Eight Step Change Model Kotter's 8-Step Change Model Explained - PLAY-CIRCLE Civility, Respect, Inclusion and Kindness - a social movement that is gathering steam at SaTH. We want SaTH to be a safe place to work, one that is compassionate, kind and caring, where we stand proud and dignified.

Email Lisa Baker-Murray (Head of Culture) for more information on l.baker-murray@nhs.net - ENVELOPE-SQUARE

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Equality, Diversity and Inclusion Equity vs. Equality Evidence shows that fair treatment of staff is linked to a better experience of care for patients. Moreover, the NHS is in the midst of a workforce crisis and improving its performance on diversity and inclusion will play an important role in the NHS becoming a better place to work and build a career.

Same treatment

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Equitable treatment

The systemic barrier has been removed

Watch this short video on fostering inclusion:

▶ Building an Equitable and Inclusive Workplace - PLAY-CIRCLE See also the links to our Staff Networks: SaTH Intranet - Staff Equality Networks - 🔗 SaTH Intranet – Pride - 🔗 A selection of blogs, podcasts, articles and

"Real diversity and inclusion doesn't mean that we will always agree. It means that even when we disagree, we can still respect each other."

‘Justin Jones - Fosu’

other resources from the Kings Fund: Equality and diversity in the NHS, health and care | The King's Fund - 🔗

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Health and Wellbeing Supporting our colleagues The NHS achieves extraordinary things for patients, but this is only possible if the safety, health and wellbeing of our people is recognised as a key priority. If we don’t look after ourselves and our colleagues, we cannot deliver safe, high quality patient care.

Below is a selection of resources to inspire and guide you in supporting your teams: SaTH Health and Wellbeing Brochure - 🔗 Basic Needs at Work: It’s time to give staff what they need – Sonia Sparkles - 🔗 NHS England | Supporting our NHS people - 🔗 What is a wellbeing conversation? - PLAY-CIRCLE Empathy - 🔗

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Click Here to download the Health and Wellbeing brochure 🔗

Reward and Recognition We are recognised and rewarded (The NHS People Promise).

A simple thank you for our day-to-day work, formal recognition for our dedication and fair salary for our contribution.

These ‘Moments that Matter’ - 🔗 digital postcards are a great way to recognise key moments, such as joining a team or celebrating a birthday, which are aligned to the People Promise.

SaTH has an extensive calendar of reward and recognition events, including Long Service Awards, the Annual Recognition Week and Trust Celebratory Awards as well events to recognise the diverse roles in the NHS.

Many teams could have up to 5 different generations working alongside each other, and managers will need to understand the different societal, environmental and technological influences that shape their values and expectations.

The articles below explain the differences in generations and their expectations of the workplace in terms of reward and recognition: Generational differences explained (with management tips) - 🔗 Generational Expectations in Today’s Workforce - 🔗

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Staff Engagement Why is employee experience so important? " The more positive the experiences of staff within an NHS trust, the better the outcomes for that Trust. The more engaged staff members are, the better the outcomes for patients and the organisation generally.”

West and Dawson, 2012 'Employee Engagement and NHS Performance' - 🔗

Research by Dawson in 2009 and 2018 concluded there are "strong associations" between staff experience and how satisfied patients are.

Michael West - NHS Staff Survey - PLAY-CIRCLE

See also: The Movement - Engage for Success - 🔗

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How the NHS measures employee engagement NHS Staff Survey and National Quarterly People Pulse Survey Employee engagement is made up of three sub-components, these are measured via nine questions in the NHS Staff Survey (NSS) and National Quarterly Pulse Survey (NQPS).

Motivation

• I often/always look forward to going to work • I am often/always enthusiastic about my job • Time often/always passes quickly when I am working • There are frequent opportunities for me to show initiative in my role

Involvement

• I am able to make suggestions to improve the work of my team or department • I am able to make improvements happen in my area of work • Care of patients/service users is my organisation’s top priority

Advocacy

• I would recommend my organisation as a place to work • If a friend or relative needed treatment I would be happy with the standard of care provided by this organisation.

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People Pulse NHS Staff Survey and National Quarterly People Pulse Survey The People Pulse is a national online pulse survey, developed for all provider and commissioner organisations, to support local listening and engagement activities. Results provide a regular national, regional and local view of employee experience and wellbeing.

The survey continues to allow us to explore various aspects of experience and sentiment of our NHS people.

It takes only five minutes to complete and asks employees how supported, informed, motivated or anxious they may feel, and what support would make the biggest difference to their experience at work. Results from the People Pulse inform local and national actions to improve the experiences of our people and patients.

The People Pulse results will complement the Staff Survey results and feed into the divisional action plans and interventions.

Use this link to view the most recent and previous results: SaTH Intranet - People Pulse - 🔗

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Notes A space for your thoughts, ideas, and aspirations

If you have any questions about any of the information included in this document, or if you require the information providing in an alternative format or a different language, please contact the Organisational Development Team: sath.organisationaldevelopmentteam@nhs.net - ENVELOPE-SQUARE

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