ONE THOUSAND LEADERS: AN ORGANISATIONAL PERSPECTIVE IN CALDERDALE

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ONE THOUSAND LEADERSAN ORGANISATIONAL
PERSPECTIVE IN CALDERDALE HUDDERSFIELD NHS TRUST
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CALDERDALE HUDDERSFIELD NHS TRUST OUR
ORGANISATION
2 hospital sites 837 beds 88,000 inpatient
admissions 354,000 outpatient appointments Over
400 doctors Over 2000 nurses and nursing
support Over 500 AHPs and support staff Over 500
professional and scientific staff
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THE ORGANISATIONAL CHALLENGES?
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CALDERDALE HUDDERSFIELD NHS TRUST OUR
PRINCIPLES
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OUR APPROACH TO ORGANISATIONAL DEVELOPMENT
You can achieve the task any way you like as
long as you build and maintain the team and
develop the contribution of the individual
TASK
Systems Design and Improvement
Effectiveness
INDIVIDUAL
TEAM
Competence Character
Processes Culture
John Adair ( Ken Tooze)
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ORGANISATIONAL DEVELOPMENTDeveloping the
Organisations capacity and capability to achieve
its purpose
Learning as well as Targets Relationships as well
as Structures Behaviours as well as
Performance Leadership as well as Management
John Adair
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THE LEADERSHIP CHALLENGENo-one said it was
going to be easy!

• Think strategically and invest in the future

but keep the numbers up today

• Be entrepreneurial and take risks

but dont cost the business anything by failing

• Continue to do everything youre currently
  doing even better

and spend more time communicating with
employees, serving on teams and launching new
projects

• Know every detail of your business

but delegate more responsibility to others
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THE LEADERSHIP CHALLENGE (continued)No-one
said it was going to be easy!

• Become passionately dedicated to visions and
  fanatically committed to carrying them out

but be flexible and able to change direction
quickly

• Speak up, be a leader, set the direction

but be participative, listen well and
co-operate

• Throw yourself wholeheartedly into the
  entrepreneurial game and the long hours it takes

and stay fit

• Succeed, succeed, succeed

and raise terrific children Rosabeth Moss
Kanter (1990), When Giants Learn to Dance
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HOW DO WE NEED TO RESPOND?
CERTAINTY AGREEMENT BEHAVIOURS
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THE ORGANISATIONAL RESPONSE
How do I get to take over the world from here?
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The important thing is to know how to
begin. Henry Moore
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A LEADERSHIP DEVELOPMENT APPROACH..
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DEVELOPING LEADERS A FRAMEWORK OF WHAT
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..IN CALDERDALE HUDDERSFIELD NHS TRUST
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DEVELOPING LEADERS A FRAMEWORK OF HOW
HIGH
FOCUS ON ORGANISATIONAL NEED
LOW
HIGH
FOCUS ON INDIVIDUAL NEED
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COMMAND AND CONTROL VS EMERGENT ORGANISATIONS
MC/61
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CULTURE EATS STRATEGY FOR BREAKFAST
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CHANGING THE CULTURE
Our OD network is

• a Community of Practice
• A group of individuals working together across
  professional, functional and organisational
  boundaries delivering leadership development and
  other activities to support the goal of Improving
  the Patients Experience

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OUR OD NETWORK IS
Delivered by our people - a pool of Internal
associates - accredited by external providers
A flexible group of learning and development
activities
Designed to support service improvement
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OUR OD NETWORK PROGRAMMES ACTIVITIES
PERSONAL DIAGNOSTIC Core Competencies of Clinical
Teams 3600 Leadership Effectiveness Analysis
18 Programmes
PROCESS IMPROVEMENT Action Learning Sets Advanced
Investigation Skills Clinical Systems
Improvement Mentoring Coaching New Ways of
Working NHS Care Record Practice Development
Units Workshop Design Delivery
LEADERSHIP DEVELOPMENT Flexible Thinking Have
ProjectWill Manage Investigation Skills for
Leaders Leadership at the Point of Care Leading
an Empowered Organisation Ideas Into Action Team
Briefing in Action Developing Capacity for
Challenge Coaching
18 Leaders
123 Associates
200 Associates
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OUR LEO ASSOCIATES
Date Trained Mark Partington Director of
Operations Facilities 2000Jan
Freer Director of Organisational
Development 2000Gill Green SWYMHT 2000Jac
ky Hiles Training Manager (retired) 2000Beverl
ey Haynes Associate CDHPP 2001Alison
Lovatt Assistant Director Children Womens
Services 2001Angela Bradshaw Associate
CDHPP 2001Tania King Service Improvement
Manager 2001Keith Kitson MLSO -
Education 2002Andrea Denton Lecturer -
Bradford 2002Jackie Turnpenney AHP
Development Consultant 2002Penny James Head
of Nursing, Calderdale PCT 2002Julie
Hinchliffe Matron Maternity Inpatient
Services 2002Liz Richardson General Manager
Surgery (retired) 2004Mel Addy General
Manager - Surgery 2004Ben Edwards Assistant
Divisional Director Surgery
Anaesthetics 2004Christiane Johnson Health
Promotion Manager 2004
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AND OTHER ASSOCIATES AND THEIR ACTIVITIES.
LEADERSHIP EFFECTIVENESS ANALYSIS (LEA)
ASSOCIATES Jan Freer Director of Organisational
DevelopmentPhillip Marshall Asst Director of
Personnel DevelopmentJohn Naylor Clinical
Director Consultant Elderly MedicineRichard
Reece Consultant Rheumatologist No of
participants 250 LEADERSHIP AT THE POINT OF
CARE ASSOCIATES Pamela Wood NVQ
Co-ordinator Helen Woodburn Cancer Support
Services Co-ordinatorTracy Small Head of
Professional Development Debbie Hardwick Dave
Robinson Laboratory Manager Tracey Adams Lead
Nurse - CancerJan Spencer Therapy Team
LeaderKaren Poole Professional development
Facilitator PCT Jackie McGranaghan Social
Services, Calderdale Council No of
participants 420 FLEXIBLE THINKING Angela
Walton General Manager - OutpatientsMaureen
Overton General Manager - SurgeryLisa
Green Senior Community DieticianJulia
Calcraft Matron - Community Services No of
Participants 300
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OUR 1000 LEOS..

• 60 programmes
• Patch-wide organisational approach
• 3 days ½ day refresher
• Generic
• Targeted - Senior Managers - Clinical
  Teams - Professional Groups
• Nurses 68 Scientific/Technical 8
  AHPs 12 Doctors 2 (!) Managers 10

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A TESTIMONY?

• The trust has invested in organisational
  development to good effect. This has focussed on
  the development of structures and processes, on
  the roles and responsibilities of the divisions
  and directorates, and on leadership development
  for clinical and non clinical staff
• Clinical staff are engaged in management and
  clinicians and managers are positive about their
  working relationships
• Commission for Health Improvement Dec 2002

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A TESTIMONY?

• Findings
• Throughout the assessment, there was no doubt in
  the mind of the assessors that CHT are in the
  Premier league of IIP Organisations.
• Leadership is very prominent in word and in
  conscious practice in CHT
• CHT differentiated by the prominence of culture
  setting
• Clinical and Managerial collaboration is a
  noticeable and visible feature of the Trust
• The use of OD practices has a strong presence
  in CHT
• Having defined the sort of leadership and
  management that the organisation wanted to
  foster, there have been key leadership developmen
  t programmes delivered to a very large number of
  the CHT staff.
• IIP Leadership Management Model 2005

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SUSTAINABLE SUCCESS DEPENDS ON..

• Delivering an ongoing consistent message
• Alignment with organisational principles and
  practice
• Using a wide range of strategies
• Focusing on the message not the product
• Building internal capacity and capability
• Commitment from - Executive - Clinical
  Divisions - Clinical Teams - Professional
  Groups
• Influential facilitators constantly refreshed

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AND ON OUR LEADERS
There seemed to be no obvious pattern for their
success. They were right brained, left brained,
tall and short, fat and thin, articulate and
inarticulate, assertive and retiring, dressed for
success and dressed for failure, There were
more variations than themes. Bennis and Nanus
(1997)
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It is our choices, Harry, that show what we
truly are, far more than our abilities. Albus
Dumbledore in Harry Potter and the Chamber of
Secrets