The LEADS framework: An important resource for improving leadership

culture and performance

Presentation to CHIMA Conference

October 16, 2014

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Health PolicyCommonwealth Fund Report:Commonwealth Fund Report:

Not Looking GoodNot Looking Good

Latest report places Canada 10Latest report places Canada 10thth out of out of 11 countries in 2014 update11 countries in 2014 update

Quality care: 9Quality care: 9thth

Effective care – 7Effective care – 7thth

Safe care – 10Safe care – 10thth

Coordinated care – 8Coordinated care – 8thth

Patient-centred care – 8Patient-centred care – 8thth

Access: 9Access: 9thth

Cost-related problem – 5Cost-related problem – 5thth

Timeliness of care – 11Timeliness of care – 11thth

Efficiency: 10Efficiency: 10th th Equity: 9Equity: 9th th Healthy lives: Healthy lives: 8th8th

Source: Davis K et al. Mirror, Mirror on the Wall – How the Performance of the US Health Care System Compares Internationally. The Commonwealth Fund June 2014Source: Davis K et al. Mirror, Mirror on the Wall – How the Performance of the US Health Care System Compares Internationally. The Commonwealth Fund June 2014

The challenges of leadership in health

When the wind changes direction, there are those who build walls and those who build windmills.

Chinese Proverb

LEADS in a Caring Environment

Together…!

The leaders role

To help others stay focused

on a common purpose.

Leadership Defined

•“Leadership is the capacity to influence

others to work together to achieve

a constructive purpose”.

Now Needed:Stronger Leadership Capacity

Widespread (Quantity)• More people at all levels

provide leadership (distributed leadership)

• Leadership impetus comes from all directions

• Leadership Accountability is widespread and specific

• Assumes extensive leadership development infrastructure to build extensive capacity

Upgraded (Quality)• Transformational

• Powerful• Strategic

• Long Term• Capable of Systems Thinking

and Action • Focused on influence rather

than authority• Linked to organizational

vision, priorities and implementation strategy

Evolution of LEADS• Leadership Gap identified by College in early 2000’s• Concern over ability to attract and retain leaders• 2004 - 2006

BC funded research project: extensive literature review; interviews; College expert working group; focus groups → LEADS framework

• 2007 National research project…CHSRF…validated framework behaviours and capabilities

• 2009 LEADS…in a Caring Environment…common “capabilities” framework

• 2009 Adoption by the College, HCLABC and CHLNet as national leadership framework

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• 2013 LEADS Collaborative partnership formedCollege assumes governance and operating authority for LEADS business unit

Building blocks for LEADS in a Caring Environment

Being

Knowing who you are

Doing

How you lead through your actions

Caring

Understanding your commitment to others

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• Five domains• 4 capabilities per

domain• Total 20 capabilities• Behavioural descriptors

at four levels

Overview of LEADS

DevelopCoalitions

SystemsTransformation

Lead Self

Engage Others

AchieveResults

Lead Self

• Self Aware• Manage Self• Develops Self• Demonstrates Character

LEADS in a Caring Environment

The essential question:

Will anyone want to follow you?

Engage Others• Fosters Development of

Others• Contributes to Creation of a

Healthy Organization• Communicates Effectively• Builds Effective Teams

Achieve Results

• Sets Direction• Aligns Decisions with

Vision, Values and Evidence

• Takes Action to Implement Decisions

• Assesses and Evaluates Results

Develop Coalitions

• Builds Partnerships and Networks to Create Results

• Demonstrates a Commitment to Customers and Service

• Mobilizes Knowledge• Navigates Socio-Political

EnvironmentsLEADS in a Caring Environment

System Transformation

• Demonstrates Systems/Critical Thinking

• Encourages and Supports Innovation• Strategically Oriented to the Future• Champions and Orchestrates Change

LEADS in a Caring Environment

LEADS modelOutcomes

FutureVision

Perso

nal P

roce

sses

Strategic Processes

Achieve Results

Relationships

Change Dynamics

EngageOthers

DevelopCoalitions

LeadSelf

SystemsTrans-

formation

The five LEADS domains are used by leaders at all levels.

There is more weight on the L, E, & A domains in early career

LE

AD

S

Lead SelfEngage OthersAchieve ResultsDevelop CoalitionsSystems Transformation

LEADS Framework Emphasis

Why LEADS works

Strengths:SimpleCompletePortableApplicable to all levels Coherent & CohesiveStrong internal logic

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IHI High Impact Leadership Behaviours

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Gandhi

“We must be the change we wish to see.”

More Information on LEADS in a Caring Environment

leadscollaborative.ca

Thank you