LEADERSHIP€¦ · LEADERSHIP SELF ASSESSMENT TOOL The speed and scale of political, demographic and technological change in the way health services need to be designed and delivered

LEADERSHIP SELF ASSESSMENT TOOL

© 2014 Health Education and Training Institute

LEADERSHIP SELF ASSESSMENT TOOLThe speed and scale of political, demographic and technological change in the way health services need to be designed and delivered in the future is clear. The way we anticipate, initiate, respond to and make sense of these changes, in collaboration with others, is the work of leadership.

THE NSW HEALTH LEADERSHIP FRAMEWORK

SELF ASSESSMENT TOOLThis tool is designed to enable you to manage your learning and development and to help you reflect on which domains of the leadership framework you’d like develop further.

This reflects the critical importance of collective and innovative approaches to leadership so health care organisations can rise to the complex challenges they face over the next ten years.

The collaborative leadership approach emphasises that leadership can be exercised anywhere in a

health service organisation; it is not solely the responsibility of positional leaders. Collaborative leadership is critical in fostering the inter-professional teamwork between clinicians and non-clinical managers to ensure excellence in delivering care centred on the patient or health consumer.

Health leadershipin NSW:

a framework for excellent care,results and change

ACHIEVINGOUTCOMES

DEVELOPING & LEADING

SELF

ENGAGINGPEOPLE &BUILDING

RELATIONSHIPS

PARTNERING & COLLABORATING

ACROSS BOUNDARIES

TRANSFORMINGTHE SYSTEM


ACHIEVING OUTCOMES

BUILDING A COMMON VISION FOR FUTURE HEALTH OUTCOMES

I engage with others to set the direction of services and build a vision for health

I discuss the range of factors that can impact the future of health

USING OUTCOMES FOR PATIENTS & CLIENTS AS WELL AS SERVICE AGREEMENTS TO DRIVE PERFORMANCE

I work with others to define desired outcomes for patients and clients

I measure current performance in order to discuss progress towards outcomes

FOCUSING ON WHAT MAKES A DIFFERENCE TO RESULTS

I help identify which factors have the biggest impact on results

I anticipate and act on issues that could cause problems

BEING ACCOUNTABLE FOR PERFORMANCE AND RESOURCES

I take responsibility for getting results and encourage others to do the same

I help others access the resources they need to do their jobs well

TOTAL

Total your scores and reflect on the results. If you have mainly light and medium coloured circles in any particular capability, these may be areas for you to develop further. If you have mainly dark coloured circles, check that these are not overplayed strengths. An overplayed strength might be a behaviour you rely on too much, or at the expense of other capabilities. This could have a negative effect on your performance.

ACHIEVING OUTCOMES USING

OUTCOMES FOR PATIENTS & CLIENTS,

AND SERVICE AGREEMENTS TO DRIVE

PERFORMANCE

BUILDING A COMMON VISION

FOR FUTURE HEALTH OUTCOMES

FOCUSING ON WHAT MAKES A

DIFFERENCE TO RESULTS

BEING ACCOUNTABLE

FOR RESOURCES AND RESULTS

ACHIEVINGOUTCOMESThe four Achieving Outcomes leadership capabilities

point to specific observable actions to deliver excellent patient outcomes in a sustainable health system.

This domain of the HETI Leadership Framework is central to your leadership effectiveness. People assume that health staff will dedicate themselves to ensuring that the public’s health and wellness is at the centre of their work.

SELF ASSESSMENTLook at each of the statements below and choose a rating that best matches how it applies to you. VERY LITTLE/

NEVERSOME OF THE TIME

A LOT OF THE TIME


DEVELOPING AND LEADING SELF

DEMONSTRATING SELF-AWARENESS

I consider how my attitudes, beliefs and behaviours affect other people

I learn from my experience and adapt my behaviour accordingly

ACTIVELY SEEKING PERSONAL GROWTH

I recognise and build on my strengths

I actively seek out opportunities to learn and develop

MODELLING DESIRED BEHAVIOURS AND VALUES

I 'walk the talk' with my values and beliefs

I act on the NSW Health CORE values of Collaboration, Openness, Respect and Empowerment

TAKING RESPONSIBILITY FOR OWN PERFORMANCE AND CONTRIBUTION TO THE SERVICE AGREEMENT

I think about how my own performance contributes to the larger organisational goals

I persevere and stay calm when working under pressure

TOTAL


DEVELOPING & LEADING SELF

DEMONSTRATING SELF-AWARENESS

ACTIVELY SEEKING PERSONAL GR OWTH

MODELLING DESIRED BEHAVIOURS AND VALUES

TAKING RESPONSIBILITY FOR OWN PERFORMANCE AND CONTRIBUTION

TO THE SERVICE AGREEMENT

DEVELOPING AND

LEADING SELF

This domain of the HETI Leadership Framework is about knowing why we are leading, what makes us successful or not, and using that knowledge for personal growth.



A LOT OF THE TIME


ENGAGING PEOPLE & BUILDING RELATIONSHIPS

FACILITATING EFFECTIVE TEAM PROCESSES

I spend time with the team exploring ways to work together more effectively

I assist the team in identifying issues that affect performance

FOSTERING THE DEVELOPMENT OF OTHERS

I create opportunities for people from different professions to learn from each other

I provide challenges and support for others to grow their leadership skills

HARNESSING TALENT AND DIVERSITY

I bring people with different perspectives together to find creative solutions

I help people keep an open mind when considering different viewpoints

CREATING WORKPLACE CULTURE ENVIRONMENTS WHERE PEOPLE CAN CONTRIBUTE

I help others identify and use their strengths

I assist others to identify obstacles that prevent them from contributing at their best

TOTAL


FACILITATING EFFECTIVE TEAM

PROCESSES

FOSTERING THE DEVELOPMENT OF

OTHERS

CREATING WORKPLACE CULTURE ENVIRONMENTS

WHERE PEOPLE CAN CONTRIBUTE.

HARNESSING TALENT AND DIVERSITY

ENGAGING PEOPLE AND

BUILDING RELATIONSHIPS

Leadership is about working together to accomplish our shared goals and focusing on engaging others by building productive relationships. Relationships with others, be they your boss, physicians, nurses, other professionals, patients, family members, and/or citizens, are needed to deliver service and create improvement.



A LOT OF THE TIME

ENGAGING PEOPLE & BUILDING RELATIONSHIPS


PARTNERING & COLLABORATING ACROSS BOUNDARIES

EMPLOYING A COLLABORATIVE APPROACH TO TRANSFORMING THE ORGANISATION

I work with others across formal boundaries when the need arises

I constructively challenge work-related practices, attitudes and behaviours that don’t fit with the CORE values

MOBILISING PEOPLE TO UNDERTAKE COLLABORATIVE ACTION FOR SERVICE TRANSFORMATION

Through my own action, I inspire people to collaborate for change

I work at bringing people together from different areas to shape new service directions

CREATING CROSS-SECTORAL COLLABORATIONS TO DELIVER SERVICE AGREEMENTS

When working with stakeholders, I look for areas of agreement to develop new solutions

I take into account the culture and interests of partner organisations

ENCOURAGING FRESH INSIGHTS FROM DIVERSE SOURCES TO FOSTER INNOVATION

I encourage others to ask questions, be creative, and try out new ideas

I build relationships with others to stimulate innovation and change

TOTAL


EMPLOYING A COLLABORATIVE

APPR OACH TO TRANSFORMING THE

ORGANISATION

MOBILISING PEOPLE TO UNDERTAKE

COLLABORATIVE ACTION FOR SERVICE

TRANSFORMATION

ENCOURAGING FRESH INSIGHTS FROM DIVERSE

SOURCES TO FOSTER INNOVATION

CREATING CROSS-SECTORAL

COLLABORATIONS TO DELIVER

SERVICE AGREEMENTS

PARTNERING AND

COLLABORATING ACROSS

BOUNDARIES

This domain of the HETI Leadership framework is about developing partnerships and relationships in your own organisation to facilitate change. It is also about connecting your project, organisation, or initiative so that it is supported by the efforts of others.



A LOT OF THE TIME

PARTNERING & COLLABORATING ACROSS BOUNDARIES


TRANSFORMING THE SYSTEM

SHAPING A PREFERRED FUTURE FOR HEALTH SERVICE DELIVERY

I seek out and apply new information about health care delivery

I ask for and stimulate discussion about ideas for change

DEMONSTRATING CRITICAL AND SYSTEMS THINKING

I think about the whole system and how everything fits together - patients, clients, and professionals

I consider issues and conflicts around change from different stakeholder perspectives

ASSESSING AND WORKING THROUGH RESISTANCE AND OTHER IMPEDIMENTS TO CHANGE

I seek to understand others’ perspectives, including their deeper concerns and motivations

I put forward solutions that are designed to meet the needs and aspirations of all parties

BEING POLITICALLY ASTUTE AND BUILDING SUPPORT FOR CHANGE

I influence the people I am in contact with to support change

I help others understand how to take ownership of health reform and patient-centred care

TOTAL Total your scores and reflect on the results. If you have mainly light and medium coloured circles in any particular capability, these may be areas for you to develop further. If you have mainly dark coloured circles, check that these are not overplayed strengths. An overplayed strength might be a behaviour you rely on too much, or at the expense of other capabilities. This could have a negative effect on your performance.

SHAPING A PREFERRED

FUTURE FOR HEALTH SERVICE DELIVERY

DEMONSTRATING CRITICAL AND

SYSTEMS THINKING

BEING POLITICALLY ASTUTE

AND BUILDING SUPPORT FOR CHANGE.

ASSESSING AND WORKING

THROUGH RESISTANCE AND OTHER

IMPEDIMENTSTO CHANGE


These leadership capabilities point to specific observable actions to deliver excellent patient outcomes in a sustainable health system.

Most developed countries are in the process of transformation as they try to embrace a paradigm shift from provider-centred care to patient-centred care, and as they try to improve services while controlling costs.



A LOT OF THE TIME



WHAT TO DO NEXTDISCUSS YOUR RESULTSAfter you have completed your self assessment, it is a good idea to discuss your results with your line manager, a mentor or a trusted colleague. You could also ask them to complete the assessment tool themselves, rating you on the leadership domains. Then compare their ratings with your own. This could provide some valuable insights for you.

CREATE AN ACTION PLANNext, create an Action Plan to help in consolidating your development areas. A template is available on the following page.

Action planning tips• Define your action plan in SMART terms (Specific, Measurable, Action oriented, Realistic and Time

bound). • Seek out people who could help make your plan happen and you would like to discuss it with. • Identify potential obstacles to completing your plan and how to overcome them. • Think about ways to use your strengths to complete the plan.• Learn about the resources that are available to help you or work out the ones you need to achieve your

goal.• Write down your action steps along with a completion date.• Set a date to measure your progress.

SOME RESOURCESLeadership & Management SpringboardSpringboard is designed to stimulate interest and curiosity about leadership and management for people in NSW Health. It’s an entry point, rather than a final destination: a place to try out things and learn where to go for more information or deeper learning.www.lmspringboard.nsw.gov.au

Learn more about the HETI Leadership program here:http://www.heti.nsw.gov.au/programs/leadership/


SPRING INTO ACTION: your action planKEY STRENGTHSSummarise your key strengths(max 750 characters)

KEY PRIORITIESSummarise your key development needs(max 750 characters)

Choose one of your key development needs to work through on the next few pages. If you want to explore more than one development need, print out the following sections before filling them in. You can complete the following sections separately for each development need you want to work through.


DEVELOPMENT NEEDSWhy did you choose this need?(max 750 characters)

What is your goal?Describe your new desired behaviour in SMART terms(max 750 characters)

What are the benefits of reaching this goal?(max 750 characters)

What risks might be involved?(max 750 characters)


DEVELOPMENT NEEDSWhat are the potential obstacles?(max 500 characters)

How will you overcome the obstacles?(max 500 characters)

What resources or support do you need?(max 500 characters)

Where can you access these resources?(max 750 characters)


YOUR STEPS (max 1000 characters) APPROACH TARGET DATE

❑ Experience

❑ Exposure

❑ Education

❑ Experience

❑ Exposure

❑ Education

SPRING INTO ACTION: your action steps

REVIEWEnter the date when you will review your progress

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LEADERSHIP€¦ · LEADERSHIP SELF ASSESSMENT TOOL The speed and scale of political, demographic and technological change in the way health services need to be designed and delivered