Momentum and Pacesetter Series

Introduction

 System Leadership emphasises particular leadership qualities required to effectively work across boundaries, to work with diverse groups of people, patients and staff. Working in a system and at the same time acting as a change agent within that system to improve its overall performance.

We have two complementary development programmes designed to aid the development of critical systems leadership skills – The Momentum and The Pacesetter Series

The Momentum Series

Key System Leadership behaviours, skills and techniques. A ready-made System Leadership toolkit enabling delegates to face and meet the challenges of system leadership with greater confidence.

Suitable for managers at all levels (and emergent leaders) who need to get to grips with the challenges of working within new people systems or develop strategies to optimise the effectiveness of existing systems.

 Content

 A Programme of six 1-day Masterclasses – Conducive to a cohort based approach or modular attendance.

Consisting of:

  • Compassionate Leadership
  • Leading Through Change
  • Effective Facilitation and Consensus Building
  • Creative Collaboration
  • Resilient Leadership

 

  • Holding Compelling Conversations

Compassionate Leadership

Learning Objectives

  • Identify ways, and increase confidence to use a flexible Leadership Style
  • Describe the relevance and application of Michael West’s work on Compassionate Leadership in the NHS
  • Explain the impact of role modelling leadership and the neuroscience of engaging leadership

Outline

  • Who are you leading? Working with different generations
  • Using six Leadership Styles (Goleman)
  • What you give is what you get – the importance of role modelling
  • Building Trust – why good Leaders make you feel safe
  • Identify how to utilise Michael West’s key qualities – Attending, Understanding, Empathising and Helping
  • Emotional Intelligence and engaging leadership

Leading Through Change

Learning Objectives

  • Explain why change can be challenging
  • Describe the process of personal change
  • Identify ways to reduce resistance and stress, and secure buy-in and commitment to change
  • Use a structured approach to help plan and lead change in your workplace

Outline 

  • Why change can be challenging
  • The process of personal change
  • Support and engagement
  • NHS Systems Leadership and change
  • Organisational change

Leading Through Change

 Learning Objectives

  • Explain why change can be challenging
  • Describe the process of personal change
  • Identify ways to reduce resistance and stress, and secure buy-in and commitment to change
  • Use a structured approach to help plan and lead change in your workplace

Outline 

  • Why change can be challenging
  • The process of personal change
  • Support and engagement
  • NHS Systems Leadership and change
  • Organisational change

Effective Facilitation and Consensus Building

Learning Objectives

  • Define facilitation, and outline the benefits of developing a more facilitative style appropriate to the type of meeting
  • Establish a positive climate from the outset – focused on shared goals
  • Deploy a range of interventions to keep discussion on track and to ensure every member is able to contribute fully and constructively
  • Work with the dynamics of the group to build consensus and overcome obstacles
  • Deal effectively with misunderstanding, conflict and disagreement

Outline

  • Definitions
  • Facilitator Modes
  • Establishing a Group Contract
  • Group Dynamics
  • Facilitator Interventions
  • Dealing with Conflict
  • Consensus Building
  • A review of Participative Methods

Creative Collaboration

**Please note, the content for this workshop is same as the Essence of Leadership Series workshop – Creativity and Innovative Working**

Learning Objectives

  • Establish what Creative Collaboration is, and why we need to be creative
  • Identify what creative people do that is different –their methods, mindsets and behaviours
  • Practice specific methods and behaviours of creative thinking on example innovation challenges

Outline

  • Context: Leadership & Innovation/Creativity
  • Freshness
  • Greenhousing sessions
  • Realness and storytelling

Resilient Leadership

 Learning Objectives

  • Recognise the common causes and signs of stress
  • Identify the causes of work-related stress and how the ‘Circles of Concern and Influence’ can help you to focus your energy
  • Explain the 4 common types of stress and identify practical solutions to minimise them
  • Assess your own impact by completing the HSE Stress Management Competency Indicator Tool
  • Evaluate and build your own team’s resilience

Outline

  • Common causes and signs of stress
  • Definitions
  • What can we do?
  • Tools and techniques for building resilience

 

  • Assessing your own impact
  • Team resilience

Holding Compelling Conversations

 Learning Objectives

  • Identify your key stakeholders and use SCARF – a brain-based model for collaborating with and influencing others
  • Explain Robert Cialdini’s 6 principles of persuasion
  • Identify a range of influencing styles and explain how and when to use them effectively
  • Explain the key principles of Transactional Analysis (TA)
  • Manage challenging behaviours more effectively using assertive communication skills

Outline

  • Understanding our key stakeholders
  • SCARF – a brain-based model for collaborating with and influencing others
  • Influencing styles
  • Introduction to Transactional Analysis (TA)
  • Managing challenging behaviours
  • Practical open session

The Pacesetter Series

A ‘follow on’ series from The Momentum Series, providing greater depth on key areas of the Systems agenda.

Audience

Suitable for experienced leaders who are looking to fine tune their approach and behavioural flexibility within the context of their particular systems challenges.

A three-module programme conducive to a cohort based approach or modular attendance, consisting of:

  • Leadership Narratives to create transformational Cultures
  • Influencing & Negotiation
  • Creativity & Innovation for Complex System Challenges

Leadership Narratives to Create Transformational Cultures

Learning Objectives

  • Describe the elements of a transformational culture
  • Identify and describe the impact that leadership has on transformational cultures
  • Identify what makes a leadership narrative great
  • Use structured approaches and techniques in creating leadership narratives that enable transformational cultures

Outline

  • The 4 elements of transformational culture
  • The key NHS leadership challenges in each of the 4 elements of transformational cultures
  • Leadership narratives:
    • What is a leadership narrative?
    • What makes a great leadership narrative?
    • The world of strategic, local and micro-narratives within an organisation
  • Change the conversation, change the culture:
    • The importance of language in transformation
    • From leader-follower to leader-leader and the language used
  • Using leadership narratives

Influencing & Negotiation

Learning Objectives

  • Recognise the importance of building trust and rapport
  • Describe the key stages of strategic influencing and application of positive influencing styles
  • Outline the key components of successful negotiation
  • Develop your influencing and negotiation skills and understanding through practice

Outline

  • Building trust and rapport
  • Influencing styles and a 4-stage model
  • Positional v Principled negotiation
  • Practice sessions – learning through reflective practice

Creativity and Innovation for Complex Systems Challenges

This 2-day module is part of the Pacesetter Series and is delivered in two parts. It is suitable for experienced leaders who are looking to fine tune their approach and behavioural flexibility, within the context of their particular systems challenges.

Learning Objectives

  • Describe the characteristics of a complex system challenge
  • Explain why iterative learning approaches are required in complex system challenges
  • Identify and describe the impact of leadership and management styles when dealing with complex system challenges
  • Understand human centred approaches to dealing with complex system challenges

Outline

Day 1

  • What are the typical challenges & problems they face in the NHS in today’s fast changing world
  • Today’s fast changing world
  • The nature of challenges & problems in the 21st century
  • Bringing complex problems to life
  • Current perspectives on solving complex problems

Day 2

  • Recap of Day 1
  • Introduction to Design Thinking
  • NHS Case Study: A real Design Thinking project
  • Organisational Case Study
  • NHS Complex System Challenge: Develop a draft approach/outline plan

 

To express your interest in a future cohort of the series please click here.

 

 

 

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NHS South West Leadership Academy
South West House
Blackbrook Park Avenue
Taunton
Somerset TA1 2PX

Telephone: 01454 252719

Email: leadership.SW@leadershipacademy.nhs.uk

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