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Leicestershire Partnership Trust

Leadership Development Framework

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Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government reform and ambitious plans set out in the White Paper ‘Equity and Excellence: Liberating the NHS’ (July 2010) which proposes radical changes in the way in which health services are to be commissioned and managed. The scale of the challenge facing NHS leaders in delivering the reforms outlined in the NHS White paper against the backdrop of the current financial constraints is unprecedented and will require creative, innovative and strong leaders across all levels of the organisation to meet our vision of advancing health and wellbeing for both staff and the community. Thus, improving the health of our communities and reforming how healthcare services are delivered depends on effective leadership at all levels of the Trust. Developing the leaders of today and tomorrow will be crucial in achieving our vision and our future success as an integrated Foundation Trust (FT). The Leadership Development Framework has been designed to provide a more coherent and inclusive approach to leadership and leadership development across Leicestershire Partnership Trust. Inclusivity is a vital component of the Leadership Development Framework and will assist in providing greater clarity and alignment by enabling all leaders to work together in an effective and efficient way to meet the Trust strategic objectives, demonstrate trust values and to respond to the rapidly changing NHS. Demonstrating a high performing organisation through strong transformational leadership will require robust strategies and plans through organisational development and effective leadership.

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The Leadership Development Framework described will enable and support a high performing organisation through an integrated framework designed specifically to meet the needs and expectations of all leaders and managers working within Leicestershire Partnership NHS Trust.

Supporting Trust Strategic Objectives The Leadership Development Framework takes into account the Trust strategic objectives and priorities centred upon

Strategic

Objectives

We will continuously improve quality, with services

shaped from user experience, audit and research.

We will deliver our financial plans and transform our estate

and information technology.

We will maximize opportunities to deliver the best possible

integrated care in Leicester, Leicestershire and Rutland.

We will attract, retain and develop a diverse, capable

and flexible workforce.

We will build our reputation as a successful, inclusive organization,

working in partnership to improve health and wellbeing.

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Our Quality Strategy and delivery of services that are of the highest quality standards, shaped from the perspective and experience of our diverse users, carers, staff, and stakeholders

Promote continual improvement in the quality of our services through the development of positive partnerships so that we offer integrated care pathways, with the right care, in the right place, at the right time

Develop a workforce that is rich in talent, diversity, skill and experience, where everyone is supported to achieve their full potential

Empower leaders at all levels to develop and deliver high quality integrated care pathways and services

Promote and build working practices that are inclusive, drive sustainability, good corporate citizenship and improve health and well-being outcomes for all our communities

We will develop our staff to be the best they can be.

Change Context The broad change context is multi-faceted, but key drivers include:

Developing and implementing transformational service strategies to improve health and healthcare delivery.

Delivering excellence in service quality consistently through staff who are fit for purpose in a context of rising public expectations.

Using resources to maximum effect - and accounting for their impact on health improvement and service performance.

Aligning services needs and the current and future workforce - within the legislative and regulatory frameworks for staff and demographic context.

Creating an infectious ‘can do’ culture for service transformation

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LPT Leadership Brand and Model A leadership brand will convey the Trust’s leadership identity and uniqueness. It will communicate the value and importance of leadership across the Trust. Thus, developing a strong leadership brand will allow our leadership to become visible to our staff, service users, carers and our partners, enabling the Trust to enhance employee engagement and improve service user and carer experience. It is proposed that ‘Leadership for All’ is adopted as the branding. The underlining model being that of Distributed Leadership. “Shared and Distributed leadership” is especially appropriate where tasks are more complex and highly inter-dependent as in Health care. Distributed Leadership can be defined as ‘leadership exercised by multiple leaders throughout the organisation- some in formal positions of authority and some not, working collaboratively across organisational levels and boundaries.’ ‘Leadership is not viewed as an individual characteristic, but as a system involving networks of leaders – some formal and others informal, operating at all levels of an organisation and often across organisational boundaries. The belief is that through such “distributed Leadership” organisations can more effectively mobilize the collective intelligence, motivation and creative talent of their employees, partners and customers.’ (Ancona & Backman, 2011).

(Distributed Leadership Model – Prime Solutions Consulting)

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Leadership Qualities and Behaviours: The NHS Leadership Framework Defining the qualities and behaviours of our leaders is a key requirement in determining the culture and achievement of business outcomes. Aligning leadership development with the NHS Leadership Framework will help to maintain and sustain a consistent approach to leadership development. The Leadership Development Framework therefore encompasses recognised best practice standards for leadership development outlined in the following:-

The Leadership Qualification Framework (LQF)

The Medical Leadership Competencies Framework (MLCF)

The Clinical Leadership Competency Framework (CLCF). To provide a cohesive approach to leadership and leadership development across the Trust, the NHS leadership Framework will be integrated throughout our own leadership approach. It aims to provide a consistent approach to leadership development by offering the opportunity for leaders at all levels to enrich leadership performance in a number of key domains these being:

Demonstrating Personal Qualities

Working with Others

Managing Services

Improving Services

Setting Direction

Creating the Vision

Delivering the Strategy

Leadership Pathways Leadership is a joint endeavour and an iterative process that is distributed throughout effective organisations. Leadership is no longer seen as the realm of the most senior, nor should leadership be linked exclusively to higher positions. Future leaders are now required to share accountability and develop leadership throughout the organisation so as to foster greater degrees of responsibility, innovation, problem-solving capability and the motivation to give extra discretionary effort

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It is however recognised that there are clear distinctions between different pathways of leadership. Each pathway will provide a flexible route for individuals to navigate leadership development. So as to enable an inclusive leadership approach where all leaders and potential leaders are provided with the opportunity to grow and develop, a multi-pathway approach for leadership and leadership development will be utilised as indicated below: LEAD

Pathway 5 Executive Leaders

Trust Board Directors

Pathway 4 Strategic Leaders Divisional Directors , Divisional Leaders

Pathway 3 Operational Leaders Band 7 and above e.g. Sister, Charge Nurse, Business Manager,

Pathway 2 Team Leaders Band 6 and 5, e.g. Staff nurse, Admin team leader

Pathway 1 Informal Leader Employee with no formal leadership role

ERSER EXAMPLE of AUDIENCE

Leadership Vision It is proposed that inclusion of a vision should be a fundamental feature within the leadership development framework.- Inclusion of a leadership vision will assist in conveying a clear direction for our leaders, and help to inspire personal pride, commitment and professional motivation which are critical factors in delivering the business strategy and direction.

Leadership Goals The introduction of leadership goals will help to provide a clearer statement of the leadership vision. Whilst also providing leaders with a degree of emotional commitment and connection in terms of what they are trying to achieve and therefore results in extra discretionary effort. It is proposed that leadership goals and measurable action plans are included in the Leadership Development Framework.

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Leadership Values Demonstrating our organisational values and the identification and adoption of defined leadership values are critical in fostering a high performing organisation as they help shape organisational culture. Leadership values also inspire, motivate and influence people to achieve organisational goals, focus thinking and affect decisions for the greater good of the organisation. Inclusion of the Trust’s values and associated behaviours will form part of all internal leadership development programmes. Trust values alongside identified leadership values will be assessed and measured through programme evaluations and self-assessments.

Strategic Leadership Aims and Objectives Inclusion of a leadership aim within the leadership development framework will provide leaders with greater clarity concerning the direction of the leadership goal as well as providing an overview of the organisation’s expectations of its leaders. Clear strategic leadership objectives will enable the Trust to leverage a shared leadership purpose and direction as well as providing a set of clearly defined short and long term strategic outcomes for all levels of leaders across the trust. Strategic leadership objectives set within each individual’s PDR will provide the organisation with essential leadership intelligence data with regards to strategic progress, effectiveness of and completion of leadership objectives. The leadership framework is aligned with the NHS Leadership Framework to ensure that the organisations culture, leadership and leadership initiatives are compatible and aligned to national Leadership initiatives This approach will also enable progress to be benchmarked against future NHS Leadership Framework evaluations so as to establish whether the leadership development framework is effective.

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Building Leadership Capability There needs to be greater emphasis on developing the capacity and capabilities of local NHS organisations to deliver a quality service through transformational leadership and change. A new leadership culture has emerged, based on the principle of ‘Inspiring Quality’. Creating a culture of excellence, continuous quality improvement and increased productivity requires an approach to leadership based on motivating, engaging and inspiring people. Future leadership will reflect the following:

influencing more than directing:

new behaviours and capabilities are needed. Leaders need to find new ways of influencing. They need to develop new coaching skills. They need to learn to inspire change as well as to drive it. They need to be willing to step into the space, taking more responsibility and entering into more adult to adult conversations with their peers across local health and social care communities;

focusing on health and social care communities: leaders need to think differently, not only about the way they run their own organisations, but also how they relate, engage and support other parts of the health and social care landscape, whilst still retaining a determination to deliver against business and quality standards;

acting as connectors: leaders at every level have a role to play in the collective leadership of the health and social care delivery;

sharing knowledge and ideas across organisational boundaries: leaders of commissioning consortia need to be enthusiastic about the adoption and spread of best practice at scale and pace whilst maintaining an environment that balances competition and collaboration appropriately;

creating more for less: leaders need to do all of the above whilst also finding ways to address ‘productivity in the spirit of quality’. They need to carry the message that quality and productivity are entirely compatible.

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Leicestershire Partnership Trust Leadership Framework is built around the following concepts: That to increase the probability of success, and preparing our leaders in the right way, the leadership strategy should take account of:

accurate identification of leadership skill mix through robust workforce planning so that leadership selection is based on need rather than on historical positions

strengthening processes, systems and assessment strategies to ascertain the right leaders for leader positions

raising awareness of the organisational culture through effective recruitment strategies to improve the quality of leader applicants

improving and embedding value-based and behaviour based assessment processes in the selection of leaders

skills can be learnt but attitudes are inherent, therefore a good fit between a leaders personal values and behaviours and the culture of the organisation is imperative.

Flexible, innovative and creative learning & development solutions The leadership development framework therefore, incorporates a commitment to offer creative, innovative and flexible leadership learning and development solutions for our leaders across all levels of the organisation. The Trust has already taken significant steps to strengthen its leadership by commissioning the East Midlands Leadership Academy to provide a range of services that provide diagnostic, self-awareness and learning and development solutions to maximise the potential of our senior and middle leaders. Executive and Senior Leadership development will continue to be provided by East Midlands Leadership Academy in 2012/13. However, there is a need to further increase utilization of programmes on offer to ensure maximum value for money and maximum development opportunities for these staff groups. In addition the Trust currently provides a number of in-house Management and Leadership Development programmes. In order to provide strategic coherence, the leadership development framework proposes a single organisational approach to leadership development. This will be focused on the needs of the service, teams and individuals. Thus, existing provision will be enhanced.

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Talent Management (TM) Talent management is a key enabler for leadership and for the delivery of NHS reform plans. Investment in the implementation of talent management strategies will ensure a continued legacy of skilled leaders and an organisation that values the importance of optimising talent to enhance business outcomes. To be effective, it is envisaged that TM will become part and parcel of the leadership development framework so that both talent identification and management becomes ingrained within the culture of the organisation.

Return on Investment (ROI) It is also proposed that the leadership development framework incorporate a robust ROI business model so as to demonstrate and ensure value and effectiveness.

Benefits of Leadership Framework This section sets out the benefits of adopting the principles and concepts of a Trust-wide leadership development framework that offers an innovative, inclusive, cohesive and comprehensive approach to leadership and leadership development to effect positive transformation over the next 2 years and beyond.

Greater clarity and alignment

The Leadership Development Framework will offer a logical and structured leadership approach that will enable leaders at all levels to understand the essentials of leadership and leadership development by drawing on a clear and visible leadership framework that links and aligns directly to the strategic goals and direction.

Proactive leadership Planning

Leadership and planning are inextricably linked. Proactive leadership planning is a key enabler as it will provide the Trust with the leadership intelligence necessary to make accurate and timely forecasts regarding the capacity and capabilities of its current and future leaders’. This information will enable appropriate leadership plans to be initiated and executed so that leaders are able to deliver on its organisations goals and objectives.

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Creating a High Performing Culture

It is widely recognised that there is a direct association between a leader’s strengths and influence and an organisation’s culture. Developing leaders to affect positive changes in an organisations culture will enhance organisational performance and demonstrate higher return on investment in terms of cost savings, improved quality, higher productivity, improved customer satisfaction and increased employee engagement

Critical Success Factors There are a number of significant factors that will determine the success of the leadership Development framework which include:

Full support from the Trust Board

Full engagement of current leadership across all levels

Robust project planning

Accurate assessment of organisational leadership requirements

Monitoring and evaluation The design of Leadership Development Framework will be an iterative process whereby the initial focus will be upon current context, future leadership requirements, culture and leadership development infrastructure requirements for 2012- 2015. However, it is anticipated that emergent themes will arise and need to be incorporated into leadership programmes on an on-going basis.

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Domains/Leadership Skills Table (based on the NHS Leadership Development Framework Summary Document ,DOH 2011)

Domain Elements Leadership Skills Potential Skills Gaps Demonstrating Personal Qualities

Developing Self-Awareness

Emotional Intelligence Reflective thinking Constructive Feedback Time Management Workload Management Empowering others

Resilience Stress Management People/Team Development Motivating self/Others Performance Management Coaching & Mentoring

Engagement

Integration & Collaboration

Change Management & Transition

Service Transformation

Emotional Intelligence

Resilience

Business Acumen Systems Thinking

Coaching & Mentoring

Team coaching

Managing Yourself

Continuing personal development

Acting with Integrity

Working with Others

Developing Networks Advanced Communication Networking Building Relationships Integration & Collaboration Engagement Conflict Management

Visioning and Direction Team Building & Objective setting Coaching & mentoring Facilitation e. g. Action Learning Sets Interpersonal skills – Empathy

Building and maintain relationships

Encouraging contribution

Working within teams

Managing Services

Planning Service Improvement Business Planning Project Management Change Management & Transition

Finance /Budget Management Team Coaching Performance Information Quality Improvement

Managing Resources

Managing People

Managing Performance

Improving services

Ensuring Patient Safety Service Transformation Risk Management Critical Thinking Engagement Innovation & Creativity

Change Management Motivation & Inspiring Empowerment Performance Improvement & Management

Critically Evaluating

Encouraging Improvement & Innovation

Facilitating Transformation

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Domains/Leadership Skills Table (based on the NHS Leadership Development Framework Summary Document ,DOH 201

Domain Elements Leadership Skills Potential Skills Gaps Setting Direction Identifying contexts for

change Business Acumen Systems Thinking Negotiating & Influencing

Engagement Project Management Change Management

Facilitating Action Learning sets

Team Building & Objective Setting

Conflict Management

Project Management

Other Topics Include: Critical Incident Reporting Managing Serious Untoward Incidents Business Planning Budget Management

Applying Knowledge & Evidence

Making Decisions

Evaluating Impact

Creating the Vision (particularly for those in more Senior Roles)

Developing the Vision for the Organisation

Strategic Thinking Advanced Communication Negotiation & Influencing

Engagement Systems Thinking Facilitation

Influencing Vision in the wider Healthcare System

Communicating the Vision

Embodying the Vision

Delivering the Strategy(particularly

for those in more Senior Roles)

Framing the Strategy Critical Thinking Systems Thinking Engagement

Strategic Thinking Change Management Project Management

Developing the Strategy

Implementing the Strategy

Embedding the Strategy