Click on the Question Mark to find out more
QIP
Delivery depends on you -And on your ability to generate
Innovation!
Why focus on Innovation?
The scale of the change to come is potentially huge - the biggest fear must be that we fail to respond accordingly....
How can I ensure we have adequate responses to meet the scale of the task?
Fear and Innovation are not always easy partners
Conditions for Innovation
Recent Nesta (National Endowment for Science, Technology and the Arts)
reports have examined the Conditions which make Innovation work, nationally and organisationally
Key Findings:
Organisations which promote innovation, achieve more innovation, because
• they have leadership geared to innovation• set a culture which supports innovation
• recognise the potential for innovation across the organisation, especially from the front-line and
users, not just from designated ‘innovators’
Key areas of action for leaders
• Think strategically about creating innovation• Avoid silos• Mandate ‘room for failure’ and behaviours
which encourage innovation• Long-term goal-setting• Minimal prescription of means and
methodologies, avoiding bureaucracy• Effective team-working
Assessing your organisation’s abilities to innovate is a key step in generating the ability to innovate
How innovative are you?
Support to Innovate
Innovation isnt a goal in itself – delivery of key strategic aims (eg QIP) by innovation can be.
What support do you need?
Culture change
Personal development
Team development
Practical Turnaround and Service Change Experience
Hard-won Performance Management Skills
Real Leadership
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Service reconfigurationClinically driven change
Aren’t they the same thing?
Routes for Change
Incremental service-driven
Change
Innovation
External Challenge
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
I focus on how individuals and teams can act differently for better results
a marriage of service experience with an emphasis on personal and systems development
“People don't resist change; they resist being changed” Peter Senge
My approaches are practical, based in good experience, and successful.
They include direct leadership roles, facilitative and consultative inputs and coaching support.
My work is based firmly in belief in the value of and potential for change – the possibility of finding real, effective and worthwhile change in even the most difficult and challenging circumstances.
2/10/2010
Service and Organisational Review
Service Delivery & Interim work
Service and Financial Target Delivery
Board-Level Experience
Coach and Consultant
Service Practitioner
Experienced coach in high-pressure environments
Expert Group Facilitator
Team Development
Consultancy advice
Organisational recovery
Generating and Supporting Service-Driven Change
Service and Organisational Review
Service Delivery & Interim work
Service and Financial Target Delivery
Board-Level Experience
Service Change
Its about People
Its about Performance
Its about Leadership to connect the two
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Vertical - Horizontal - Virtual?
PCT Provider Service Integration
Whichever direction the PCT’s Provider services are headed, the chances are there is work to be done ensuring that the move takes place smoothly, and is understood by all parties as a change process
What do you need?
Leadership Capacity
Change Management
Team and Individual Support
Financial Planning
Making the Most of It.....
A Classic NHS TraitWhat could it mean here?
True Integrat
ionLoss
of
Commu
nity
Focus
Pathway
reform
Cost
Reducti
on
Job Losses
Confusion
Better Services
Whole System?
Acute
PCT
Gain
Loss
What style of intervention suits your needs?
Capacity
Advice and ExpertiseSupport
Skills Experience
I focus on how individuals and teams can act differently for better results
a marriage of service experience with an emphasis on personal and
systems development,bringing challenge and support,
skills and experience.
Challenge
Support
2/10/2010
“I value him immensely”
Sue Page CBE, Chief Executive Cumbria PCT
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
Feedback from Coachees
“Enabled me to focus properly & find what I was looking for”
“Great questions” “Good empathy”
“The session was amazing – revelatory”Menu &
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You Want
And what do you get?
More Big-Name Consultancies offering the World!
Been There, Done ThatAs CEO and clientAnd as consultant
‘Models’
Models for this technique
Models for that diagnostic
Who needs ‘em?
Well they often have something to offer, but fail to satisfy the underlying need. Why?
Because the models oversimplify and so often ignore one important factor – its not so much in the strategy, its in the implementation.
So,
Its about People
Its about Performance
Its about Leadership to connect the two
So,
I focus on how individuals and teams can act differently for better results
My work is based firmly in belief in the value of and potential for change – the possibility of finding real, effective and worthwhile change in even the most difficult and challenging circumstances.
• Release potential and creativity• focus on results • manage for best results
• a marriage of service experience with an emphasis on personal and systems development
• Practical and hugely experienced support at the highest level
• Consultancy• Coaching
“When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought.”
“I value him immensely”
Sue Page CBE, Chief Executive Cumbria PCT
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
Feedback from Coachees
“Enabled me to focus properly & find what I was looking for”
“Great questions” “Good empathy”
“The session was amazing – revelatory”
My experience with the NHS Performance Support Team is significant – directly or indirectly I helped around 20 of the most challenged Trusts in England, from all sectors. As Account Director I worked with PCTs and Trusts with all the problems you can imagine.
My approaches are practical, based in good experience, and successful.
They include direct leadership roles, facilitative and consultative inputs and coaching support.
From Practical Performance Enhancement, through Governance to Culture Change
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A Focus on Learning and PerformanceReal learning – becoming able to do something you couldn’t do before –
requires real experiences and reflection. NGT
Learning - a self-directed, work-based process, leading to increased adaptive potential
Change for Individuals - Coaching and Mentoring
“People don't resist change; they resist being changed” Peter Senge
Why Coaching?
CIPD recommendations
create a sense of purpose in the workplace;give employees the opportunity to act on their commitment; provide employees with a supportive learning environment.
Training to Learning CIPD 2005
22.4% increase in productivity after training – 88% increase after coaching (Olivero 1997)
41% coachees promoted Vs 15% non-coached
NHS Leadership Centre 2004
92% of external coaching regarded as effective or very effective CIPD, 2005
ROI
5.7% - 221%
Improved 360° and Leadership effectiveness (Smither, Thach)
Why Coaching?
Who has reflective time and reflective practice?
Whose work is properly and fully aligned to the Organisation Goals?
Delivery of Strategic Objectives
– Devolved leadership– Empowered managers– Processing and
converting organisation goals to personal action
Who might benefit?
With unrealised potential
Requiring a more strategic perspectivemaking decisions based on the best
interests of the organisation as a whole,
Greater sensitivity to wider organisational concerns, and opportunities
Needing to develop new skills for a change in role
Wishing to improve interpersonal skills
Wishing to improve conflict management skills
individuals seeking or needing to develop the skills of negotiation and compromise.
Seeking to improve skills at developing others
Managers and leaders
Skills shortages?
Small or fast-growing business?
Looking to deliver long-term performance
improvement?
Behaviour that could be changed in a short
period?Organisational change?
Changes in job role?
Support for future leaders or senior
executives?
Requiring significant shifts in the behaviour
and attitudes?
When might you use coaching?Do any of these apply?
Why use my style of coaching?
The value of self-directed learning – linked to your goals
Who knows best what is happening to them?
Who lives with the results?
‘Stand in your own shoes’
Most likely to achieve personal transformation
Feedback
Experience
Skills
“Enabled me to focus properly & find what I was looking for”
School of Coaching for Training and Supervision
MBTI Practitioner
“Great questions” “Good empathy”
“The session was amazing - revelatory”
NHS Chief Executive
‘Turnaround’
Board level clients
Coach Client
Coachee
Trust
‘A supportive learning environment’
Listening to support and to challenge
Raising AwarenessEnhancing Focus
Enabling Choices for Action
“Awareness is curative” W Tim Gallwey
Trust?
ContractLearning Goals Performance Goals Measures/ Behaviours
Public Goals
Private Goals
Graham English Consultancy offers afocus on how individuals can
act differently for better results
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Missing necessary impact? Weary?
Struggling for New Ideas?Worried about committing to change ahead of the election?
Fearful of what a new Government may bring?Producing linear solutions to non-linear issues?
Showing dysfunctional behaviour?
Is Your Team
Responses to ‘Underperformance’‘Try Harder’Tougher Performance ManagementChange the StructureChange MembershipFocus and Clarify
UnblockDevelop
StimulateRefreshEnable
RedirectLearn
UnderstandBuild Confidence
Four Factors for Fulfillment
People Strategy
DeliveryPerformanceExploring these factors can generate real progress
Skills Experience
I focus on how individuals and teams can act differently for better results
a marriage of service experience with an emphasis on personal and
systems development,bringing challenge and support,
skills and experience.
Challenge
Support
2/10/2010
Service and Organisational Review
Service Delivery & Interim work
Service and Financial Target Delivery
Board-Level Experience
Coach and Consultant
Service Practitioner
Experienced coach in high-pressure environments
Group Facilitator
Team Development
Consultancy advice
Organisational recovery
Service and Organisational Review
Service Delivery & Interim work
Service and Financial Target Delivery
Board-Level Experience
2/10/2010
“I value him immensely”
Sue Page CBE, Chief Executive Cumbria PCT
“Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.”
Stephen Morris, National Director, Performance Support Team
Feedback from Coachees
“Enabled me to focus properly & find what I was looking for”
“Great questions” “Good empathy”
“The session was amazing – revelatory”
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