click on the question mark to find out more

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 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


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



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,


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.”








“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


School of Coaching for Training and Supervision

MBTI Practitioner


“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


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





Coach and Consultant

Service Practitioner

Experienced coach in high-pressure environments

Group Facilitator

Team Development

Consultancy advice

Organisational recovery





2/10/2010








“The session was amazing – revelatory”

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