RCPA Annual Care Seminar 2014

The Revolution will be Improvised:New approaches to leadership and how they can help you

Debbie SorkinNational Director of Systems Leadership, the Leadership CentreSomerset County Cricket Club, Taunton, 26th November 2014

Debbie.sorkin@localleadership.gov.uk

New approaches to leadership: What this presentation covers • Why leadership matters: because of the external context

• Why leadership matters: because of the way it’s defined

• Systems Leadership – a new approach and a practical response

• Systems Leadership – research, development, support

• Lessons from Systems Leadership – practical steps you can take to

strengthen leadership and build your service

Why leadership matters: because of the external context

• External environment for social care characterised by increasing complexity and difficulty

• Struggle to match growing demand with smaller resource pot: e.g.

£3.53bn taken out of social care budgets 2010-14; over 500,000 people whose care needs are not now being met by local authorities (ADASS survey 2014)

• Difficulties in making the case for social care and getting a hearing

at national level, and at getting this acknowledged by the public

• At the same time, changes in public expectations – personalisation,

co-production, independent living

• Implications of integration – multiple stakeholders and audiences

In times of change/difficulty, good leadership can be a lifeline

To help you manage the funding pressures – at just the time demand is growing: both private and public sector issue

To help you do more – and more complex - with less

To be comfortable working with a wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning

To be able to work with adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models

To re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne, Mid-Staffs: see Cavendish Review, Driving Up Quality Code, Oldham Review

The basis of leadership: behaviours

Not just about authority at the top of organisations

It’s a practical understanding – and awareness – about how you do what you do, and the impact on others

So it’s about behaviours, and taking responsibility for them

And it’s everyone’s business – people working at all levels in all sectors

“People do not experience our values, they experience our behaviours”Bill Mumford, CEO, MacIntyre

Leadership in adult social care: The Leadership Qualities Framework

Guide to what good leadership looks like

Describes what good leadership looks like in different settings and situations

Defines good leadership for people at different levels:oFront-line staffoFront-line leadersoOperational leadersoStrategic leaders

Basis in values and behaviours that flow from them: written in plain English to be accessible

The model extends beyond social care – it’s the basis of a culture that works across systems

Social Work

PublicHealth

Social Care

Health

So you can have Systems Leadership – cross-sector, shared, ceded, partial, transformational

About leading: when you’re not in charge when you need to ask when it’s complex when you have no money

Systemic – i.e. not piecemeal or divided into silos - and based on shared ambition

Participative – i.e. involving many people’s energies, ideas, talent and expertise

Emergent – i.e. allows for partial/clumsy solutions, able to work with uncertainty...and based on trust/relationships – So back to behaviours

Lessons from Systems Leadership: research, leadership development, practice

Research:Systems Leadership: Exceptional leadership for exceptional times

Leadership Development:Leadership for Change

Practice:Systems Leadership – Local Vision

Systems Leadership research

• Ghate, D., Lewis, J., and Welbourn, D., Systems Leadership: Exceptional Leadership for exceptional times. The VSC, Nottingham, UK, 2013

• Synthesis paper brought together evidence and case studies from 7 source papers from England, USA, Canada, Australia and Denmark

• Research includes literature review, in-depth interviews with 29 leaders working across public services; case studies; reviews

• Key findings identified ways of describing Systems Leadership; the best ways to achieve it; personal leadership styles of people who did it well; and conditions it needed to flourish

Lessons from Systems Leadership research: factors that enable it to flourish

• Common vision or ambition: willingness to cede organisational goals

• Focus on place-based initiatives and outcomes

• Strong/honest relationships; accountability; allow for different views

• Combination of political and organisational commitment

• Role authority not sole source of legitimacy: influence, not power

• People tolerate risk and accept multiple potential pathways

Lessons from Systems Leadership research for your workforce

• Willingness to align around a shared purpose or ambition

• Able to build engagement/relationships and really listen

• Preference for outcomes over processes

• Not being bound up with role and with a willingness to take risks

• Able to work reasonably well with conflict and uncertainty

• Having a strong commitment to a service in a particular place

Lessons from Systems Leadership practice: Systems Leadership – Local Vision

National programme: 35 projects in England, including 5 in SW

Projects focus on integration or wider wellbeing issues

Topics also include mental health, inter-generational obesity, alcohol abuse and social isolation

Support via Enablers on the ground and access to networks/ information

More funded projects planned – you can get involved

Examples from Local Vision and Pioneer Programmes

Dorset, Bournemouth and Poole: outcomes include:’Better Together’ programme to develop coherent local system: commitment to shared vision and pooled budgets, involving commissioning and provision; developing multi-disciplinary locality teams; joint resource planning; work with LEPs on workforce issues; bid for integrated social care record system

Wiltshire: outcomes include:Health and social care coming together in overall Systems Resilience Group; three demonstrator sites for integration starting; looking at longer-term partnerships with vol sector and better T&Cs for social care

Lessons from Systems Leadership for your service: Get involved and get connected

• Connect with your Clinical Commissioning/wider Systems Groups: position social care as part of the solution, working with healthcare:

Wiltshire: LA support for employment contracts in home care; looking at longer partnerships with voluntary sector

W Cheshire: LA supporting social care providers to strengthen community links, to reduce social isolation

• Work with LA/Emergency Services to use data for predictive value

DCLG: Role of fire services – duty of wellbeing

W Cheshire: Springboard programme

• Connect with your Health and Wellbeing Boards:

Suffolk: public support for reformed mental health services

Lessons from Systems Leadership for your service: Use the data: it may be easier than you think

Local Vision programmes: Nottinghamshire MASH/W Cheshire Springboard programme

New White Paper on Data Sharing: “Towards Tailored Public Services” - more data-sharing across services

The Centre of Excellence for Information Sharing – www.informationsharing.co.uk –Engagement Managers who work locally with commissioners/providers

Lessons from Systems Leadership for your service: Go direct

• Connect with NHS Trusts and other stakeholders directly

• Example: Shropshire Partners in Care, working with local NHS providers and health/social care commissioners:

Development DaysDirect transfers between hospitals and care homesFunding located for GPs to visit care homes with emphasis on preventionCare providers brought into planning process for winter pressures

• Social care as source of innovation:Health hotelsCommunity linksSocial assets and social capital

Lessons from Systems Leadership for your service: develop your teams

See leadership as for everyone, and as a craft to be developed

Think about who might have be suited to Systems Leadership, at any level

Try it out – set people a wicked issue and ask them who might be in the system, what might work, what they might see

Focus on behaviours/relationships

Use coaching and support networks

Lessons from Systems Leadership for your service: Public Health is your friend

New role of Public Health – focus on “the health of the public”

New locus in Local Authorities

Key role in brokering, facilitating and supporting relationships

Working with social care providers on public health initiatives – e.g. Coventry Local Vision programme to raise levels of physical activity in the city

PHE as data source: Older People’s Health and Wellbeing Atlas – http://www.wmpho.org.uk/olderpeopleatlas/default.aspx

Lessons from Systems Leadership for your service: Measure something

Wiltshire Council Systems Thinking Unit: Children’s Service Review

Police Service Review

Ask your Staff, Service Users and Carers/Relatives

What is interesting to you?

You don’t need to be an academic or have a research grant - you can link up with Academic Health Science Networks/Education

Measure something interesting and you’ll find something interesting

South West Peninsula AHSN:www.swahsn.com

West of England AHSN:www.weahsn.net

Lessons from Systems Leadership for your service: Celebrate and influence: stand up for social care

Social care as key driver of local communities and economies

Social care as growth sector

Social care as local employer

Social care as community hub/link

Social care as source of innovation

Social care as a source of good news stories for local media/MPs/Councillors/HWBBs

Social care staff as people to be celebrated

Be a Systems Leader: build and develop leadership within and beyond your organisation

• Base ideas of leadership on behaviours

• Use leadership frameworks to underpin behaviours and drive culture

• Use Systems Leadership approaches to go beyond your organisation/sector

• Start small and use what you have – often more than you think

• Make connections and build relationships; think beyond traditional roles

• Develop your people

• Just look to make progress; allow for time and keep going

Everyone has a part to play:Systems Leadership is about all of us

Because everyone can do something about changing what they do and how they do it.

So everyone can be a leader – and a Systems Leader - to some degree.

Everyone can have a go, and everyone can make a difference.

And everyone can be a force for change and a force for good.

Systems Leadership – more information

www.localleadership.gov.uk

Debbie.sorkin@localleadership.gov.uk

The Future will be Improvised - http://www.localleadership.gov.uk/docs/Revolution%20will%20be%20improvised%20publication%20v3.pdf