high impact leadership framework

High Impact Leadership Framework

www.ihi.org

Mental Models for Leadership

Volume Value

High Impact Leadership Behaviours

Engage Across Boundaries

Engage Across Boundaries

Shape Culture

Create Vision and Build Will

Deliver Results

Develop Capability

Driven by People and Community

What are you proud of?

What are you proud of?

2006

Mary PitcaithlyCEO Falkirk

‘For years after we built our new school estate I drove past them and was very very proud’

We said education was important to us in Falkirk but we had to demonstrate that we

took children’s learning very seriously

‘Truly the most important work being done in the world……

…….I mean it’

Charlie Homer

‘How do you live the behaviour’

Ros Gray

Why I like PDSA and this model of Improvement Science

• Simple

• Logical - Driver Diagrams show a logical flow

• Transparent - Driver Diagrams show individual elements of

change ideas

• The more you use it the easier it gets (wider use)

• Accountable – set targets

• Data - see what has made the difference

- Sasha (Aberdeen) – ‘run charts made my life

easier’

Co-ordinating Leadership - What I’m finding

• From Improvement Advisers – Key Changes and Pioneer Sites

• Great tests of change

What I’m finding across Partnerships

Reform

Reform

Reform

ReformLeadership

• Not all senior leaders understand the methodology

• EYC is in the mix with a broad range of reforms and change

What I’m finding across Partnerships

Leadership

• Not all senior leaders understand the methodology

• EYC is in the mix with a broad range of reforms and change

• Capacity – PMs / DMs

• Fit (part GIRFEC)

• Data anxiety

• Capture

• Presentation

• What to do with it

Reform

Reform

Reform

Reform

Changes Something is different from Before to After

Do Leaders need to be convinced?

Data? (Sasha ‘process vs people’)

Stories? - (Graham ‘incredibly exciting’)

Evidence? - (Graham ‘priceless this work’)

Changes – Before and after

Changes – Before and after

Joyce White

Chief Executive

West Dunbartonshire Council

Making improvement methodology meaningful

Inspiration from Scottish Borders Choir

How do we make it fun locally?

Lead the change

What it means to me

My personal commitment

My stretch aim

My Drivers

Scaling it up

Fit for 14…Fit for the Future

Data drives Improvement

1 2 3 4 5 6 7 8 9 10

11

12

13

14

15

16

17

-2

-1

0

1

2

3

4

5

6

Median

Goal

Fit for 14 challengeLbs lost

Late meetings

Enthusiastic start

Swimmingdaily

EYC in West Dunbartonshire

Embedding the approach

Finding our local leaders/influencers

Strategic context

Executive Group oversight

Leadership walk rounds

Highlight reports

Our approach

Be visible

Encourage participation

Encourage innovation & curiosity

Purpose

Top Tips

Changes – Before and after

Responsive - do something

Relentless - not just today

Receptive - to data and evidence of change

• Reduce duplication

• Reduce number of processes

• Improve outcomes (Stories)

• Improve ‘value’ for money / reduce the cost

How do we become more receptive?

Person Centred-ness

Keep the child at the centre of leadership decisions across a

broad range of policies

Leading the Early Years Collaborative: Leadership behaviours

By 2016, Leaders in the Early Years Collaborative demonstrate the High Impact Behaviours for the delivery of amazing outcomes for children in Scotland

Front Line engagement

be a regular authentic presence and be a visible champion of

EYC

Aim Primary Drivers Secondary Drivers Key Actions

Show teams I am championing EYC by

Shape culture by

Make results transparent by

Engage across organisational boundaries by

Develop capability and competence by

Transparency

about results, progress, scrutiny, failure and future

options

Boundariless-ness

encourage practice systems thinking across boundaries

Relentless Focus

keep the national and local EYC vision at the heart of policy

decisions

When I go back to my partnership after this learning session I am going to……

Other