EP

Barrie Crook (PCA)Yvette Ball (PCA/NOMS)Andrew Blight (NOMS)

Incorporating reflective practice inprobation leadership

To give an overview of the importance of reflective leadership in organisational performance

To consider ways to secure high quality professional practice in future organisational structures

To seek views on how to incorporate a reflective approach into the PCA’s leadership training programme

Workshop Objectives

The importance of employee engagement – some evidence

“..how the workforce performs determines whether an organisation succeeds…therefore….whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager and be placed at the heart of business strategy.”

Source: Macleod and Clarke (2009)‘Engaging for Success: enhancing performance through employee

engagement’ Pg 3

The importance of employee engagement – some evidence

Lloydspharmacy linked the growth of optional services such as methadone dispensing and needle exchange to their improved staff engagement levels

“The way employers treat employees has a direct effect on how employees treat customers” (John Austin, Best Companies)

Source: Macleod and Clarke (2009)‘Engaging for Success: enhancing performance through employee engagement’ Pgs 27 and 14

The importance of leadership on outcomes

“I’ve completely changed the way I’m tackling a critical cross-organisational project – there’s now far more engagement”

“I’m learning to trust my inner voice. I’m practicing staying with people’s difficult feelings. People leave the session with some clear thoughts about what to do.”

Source: ‘Developing a Coaching Culture for Organisational Performance Improvement at Surrey County Council’ (2012) Millar and Traynor

The importance of leadership on outcomes

“ The results from the research show a strong association between the sophistication and extensiveness of staff management practices in NHS hospitals and lower patient mortality”

Source: ‘Effective Human Resource Management & Lower Patient Mortality’ (2003) Borrill and West Pg 10

“Ward managers should work alongside staff as a role model and mentor, developing clinical competences and leadership skills with the team and ensuring the caring culture expected of professional staff is being consistently maintained and upheld”

Source: ‘Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Executive Summary Pg 80

The Reflective Supervision Model (RSM)

The reflective supervision model promotes a culture that enables offender engagement to reduce reoffending, based on the theory that the behaviours of senior and middle managers influence practitioner relationship with offenders.

Reflective practice is defined as the process by which a supervisee is supported to identify, reflect on and analyse an experience in order to identify learning that will apply in practice

SEEDS Part 1The Enabling Framework

Reflective Practice

Action Learning

Observed Practice

Pro-Social Modelling

8

The Engaging

Practitioner

Kolb’s Cycle of Experiential Learning

Testing out new ways of

working

Concrete experience

Reflecting on practice

Analysing the learning

Some findings from the RSM evaluation

Middle managers spent less time answering informal daily queries

Staff felt more supported and confidence in key areas of work increased (MI, PSM, RNR assessments)

Supervision helped staff engage with offenders Supervision helped staff use professional judgement Observations were critical to CPD and action learning

sets for middle managersBut……… Middle managers had not experienced their own

supervision as reflective as they had been asked to deliver to their teams.

Source: ‘Reflective Supervision Model: A brief evaluation (Awaiting publication) Turnbull

Senior manager development priorities

2013 programme

Strategic appreciation, planning and deployment

Business planning, marketing, commercial acumen

Leadership

Political awareness

Enhancing personal influence and impact

Effective communication

Workshop Questions

Q1 - We are in a period of design, transition  and adaptation to new structures. How can senior managers  support middle managers in developing a reflective leadership style to secure high quality professional practice in their teams.

Q2 - How can this approach best be incorporated into the PCA Leadership programme?