Tag Archives: 360 feedback

Latest news – October 2017

Leadership and generations at work: A critical review
The Leadership Quarterly; Oct 2017
Rudolph C W, Rauvola R S, Zacher H

Redefining Leadership for a Digital Age
Corporate author: IMD Switzerland
The research found that “leadership effectiveness in disruptive environments shared many of the same characteristics as leadership in more stable environments, with a few notable exceptions”. The report focuses on these exceptions – hyperawareness, evidence based decision making , but moving quickly, often valuing speed over perfection.

Leadership attribution – IEDP Developing Leaders website 
Roddy Millar comments on research by Robin Martin, Professor of Organizational Psychology at Alliance Manchester Business School, and Terry Hodgetts, Director of the Centre for Executive Development at Aston Business School on the attitudes of followers, the possibility of leaders’ unconscious bias and how it impacts leadership ability.

The need for strong clinical leaders – transformational and transactional leadership as a framework for resident leadership training
PLoS One Vol 12, Issue 8 (Aug 2017)
Saravo B, Netzel J, and Kiesewetter J
The three authors from Bavaria, Germany,  point out that doctors in training “do not hold formal authority and their leadership roles are not clearly defined, a distinct approach in framing the concept of leadership is needed.” The research reports on a 4 week leadership modular training course for postgraduate year 1-4 doctors (just two-and-a-half hour sessions once a week after clinical duties, with  a half-hour one-on-one feedback session between modules two and three) .  Results : “evidence that both distinct leadership components laid forth in the model are applicable for displaying significant increases in residents’ leadership performance. For example, at the end of the training, residents were able to show appreciation for good efforts (transformational leadership skills) and make clear who is responsible for specific tasks (transactional leadership skills). Interestingly, residents scored higher in self-assessed transactional leadership at baseline than in transformational leadership. They did change significantly in both leadership components, yet remained higher mean scores for transactional leadership also after training was completed. We believe this reflects the unique requirements of the clinical setting where fostering and sustaining patient safety is among the highest of priorities. In their everyday clinical practice, residents might feel more obliged to intervene and exert active control in order to prevent medical errors, thus exhibiting more transactional leadership behaviors.”” It is remarkable that a substantial gain in both leadership components was demonstrated by video coding of simulations from an external evaluator perspective and by subjective data, as well. The increase in leadership skills from two different, independent perspectives supports the applicability of the leadership model for graduate medical education.”

The Mindful Leader: Research Findings
Ashridge Executive Education
Ashridge, Berkhamsted, Hertfordshire, HP4 1NS
Complete a short form to enable download of full text of report.
See also article in Harvard Business Review: Mindfulness Works but Only If You Work at It

Safety Culture and High-Risk Environments : A Leadership Perspective
Caldwell, C L, 2017
CRC Press .
Not written in context of healthcare but in context of environmental health and safety but may have some resonance in healthcare settings. The author includes some tools for leaders in the book which can be used to evaluate and improve organizational safety culture and resilience in the context of leadership.

Midlands and East Executive Talent (MEET) pool
https://improvement.nhs.uk/resources/midlands-and-east-executive-talent-pool/
Candidate guide is here
Guide for NHS Trusts is here
T
he pool  provides financial and organisational benefits by reducing reliance on expensive interim staff, enhances the leadership capability of the region and contributes to a strong talent pipeline – something chief executives told us they wanted to see, provides a source of talent that can be tapped into when relevant opportunities arise, and helps to assure leadership quality into the future

Demystifying the leadership kaleidoscope into an integrated view
The Journal of Management Development;  Vol 36 Issue7 (2017): 859-876.
Marathe G, Balasubramanian G, and Singhal M

Measuring leader behaviour: evidence for a “big five” model of leadership
 Leadership & Organization Development Journal;  Vol 38.1 (2017): 126-144.
Langford P H, Dougall C B, Parkes, L P
The study used Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology.

Organizational diversity learning framework: going beyond diversity training programs
Personnel Review vol 46 Issue 6 (2017): 1120-1141. (Link to author manuscript)
Fujimoto Y and  Härtel C E J
See Table I for overview of literature and major differences between diversity training and organizational diversity learning approach

Psychiatric Management, Administration, and Leadership: a Continuum or Distinct Concepts?
Psychiatr Q. 2017 Oct 6
Saeed SA et al
Terms often used interchangeably or as discrete or overlapping points on a continuum, the authors “recommend that administrative psychiatrists integrate all three in their everyday work. The authors suggest the distinctions among these concepts should inform training and identify core competencies related to these distinctions. Mentoring should focus on the practical integration of the concepts of managementadministration, and leadership in administrative psychiatry.

Diabetes UK Clinical Champions initiative
Healthcare professionals stepping into voluntary leadership roles, regardless of position/conventional hierarchy or personal gain.

Healthcare Leadership outside the NHS – Tim Crocker-Buque
Blog post
Dr Crocker-Buque writes “healthcare professionals find it difficult to access meaningful leadership experiences during training. The NHS, particularly secondary care services, remains extremely hierarchical and it can take many years for junior staff to be afforded opportunities to take up leadership positions with responsibilities for other staff, organisational strategy, or financial accountability. However, outside the NHS a wide range of leadership opportunities exist where there can be a great synergy in applying the knowledge and experience gained from your healthcare experience in a different context. One of these is being a Trustee for a registered charity”. This post explains Dr Crocker-Buque  time as Trustee for Step Forward, which provides counselling, support, mental and sexual health services to young people aged 11-24 in the London Borough of Tower Hamlets.

Corporate learning and leadership development programmes – Pulse attitudinal survey 2017
Complete a short form to active report download
This is the report of an attitudinal survey commissioned by Financial Times and the  IE Business School Corporate Learning Alliance.
Excerpt: “Although organisations have attempted to measure the impact of executive education and leadership development, they don’t always succeed, despite this being a priority when choosing the right learning programmes for their organisations. Interestingly, when looking at the impact of executive education and leadership development on the organisation generally, [very] senior leaders tend to take a healthier view on success than other members of the organisation.”
“Senior managers, who are often the ones engaging in programmes, are least satisfied to date”.  Conclusion “The learning and development industry needs to help organisations find valid and reliable measurement and evaluation techniques. It’s clear from the 2017 results that organisations haven’t cracked the evaluation code, despite an overwhelming desire to link current and past programmes to business results including employee engagement , customer satisfaction , revenue, profit and margins, and employee satisfaction .

 Developing leaders emagazine – latest issue
http://www.iedp.com/articles/developing-leaders-emagazine-issue-27/

Medical leadership, a systematic narrative review: do hospitals and healthcare organisations perform better when led by doctors?
open access article
The lead author is based at  Macquarie University, Sydney, New South Wales, Australia. A useful analysis of the literature including UK studies and commentary , but the authors found ” insufficient studies meeting inclusion criteria to enable our research question to be robustly answered, hence the decision to craft a narrative review. ” Also “risk of bias was evident across studies due to the majority of studies employing self-reported measures and an absence of information concerning ethics approval, funding or conflicts of interests in some studies.”.

How do consumer leaders co-create value in mental health organisations?
Australian Health Review  Vol41 Issue 5 (Oct 2017): 505-510.
Scholz B,  Bocking J, and Happell B
Although Australian, research suggests “consumers remain disempowered within mental health services”. Also the “extent to which service organisations have included consumer leaders varies, but research suggests that this inclusion can be tokenistic or that organisations choose to work with consumers who are less likely to challenge the status quo.” Suggestions are “having consumers on boards, having consumers on recruitment panels and providing leadership training for consumers”.

Latest news – January 2017

Aspirational characteristics for effective leadership of improvement teams119710687050730804piotr_halas_padlock.svg.hi
Pediatric Radiology  Vol 47 issue 1 (Jan 2017): 17-21
Donnelly, L F
Excerpt from abstract: “eight aspirational characteristics are discussed. These are: 1) Be a good listener, 2) Effectively communicate around an accountability cycle, 3) Stress simplicity: Prioritization and pace, 4) Expend energy to optimize people development, 5) Lead with optimism, 6) Create a culture of wellness and sustainability, 7) Have a progressive attitude toward failure and 8) Project humility over arrogance.”

Talent management practice effectiveness: investigating employee perspective
Employee Relations 39.1 (2017): 19-33.
119710687050730804piotr_halas_padlock.svg.hi
Khoreva V,  Vaiman V, and Van Zalk M
This study was that was restricted to high potential employees ( n=439) in a number of Finnish multi-national corporations  (n=11) . Employees were asked about the effectiveness of the TM practices which were defined in brief as : assignments that expand high potential employee’s capacity to lead and which result in individuals’ needs being met,  superior performance and positive attitudes . The authors focus on the psychological contract fulfilment between employer and employee and say that this is enhanced in female employees. 

Swimming together or sinking alone
Health, care and the art of systems leadership
tick
Vize, R for Institute of Healthcare Management (released 16th January 2017)

Report bImage result for Swimming together or sinking alone: health, care and the art of systems leadershipased on “interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process” and ” analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success”

 

 

Inclusive Leadership in the NHS (Podcast)
Number 5 in the list of podcasts tick
Exploration of  the theoretical side of inclusive leadership with leading experts Dan Robertson, Joan Saddler and Michelle Tuckey.
NHS Employers , 20th January 2017

2017: a new year for leadershiptick
Stephen Hart, National Director for Leadership Development< NHS Leadership Academy
Blog post 11th January 2017

Hart

Looking forward , looking backtick
Karen Dumain,
National Programme Lead, Organisational Development, NHS Leadership AcademyKaren Dumain
Blog post 23rd December 2016

Team dynamics, clinical work satisfaction, and patient care coordination between primary care providers: A mixed methods studypound-sign
Health care management review, Jan 2017, vol. 42, no. 1, p. 28-41
Song, H et al
A quantitative and qualitative study of 18 primary care practices in USA . Authors differentiated between resident physicians and attending clinicians , which may not easily translate to UK situation.  Excerpt from abstract – “Practice implications: Improving primary care team dynamics could improve clinical work satisfaction among Primary Care Providers (PCPs) and patient care coordination between PCPs. In addition to improving outcomes that directly concern health care providers, efforts to improve aspects of team dynamics may also help resolve critical challenges in workforce planning in primary care.”

An evaluation of experiences and views of Scottish leadership training opportunities amongst primary care professionalspound-sign
Education for primary care, published online 30th December 2016
Power A et al
Excerpt from abstract: A questionnaire on previous leadership course attendance and future intentions was distributed to community pharmacists, general dental practitioners, general practitioners, practice nurses, practice managers and optometrists. Analysis comprised descriptive statistics for closed questions and management of textual data. Results: Formal leadership training participation was fairly low except for practice managers. Leadership was perceived to facilitate development of staff, problem-solving and team working. Preference for future delivery was similar across the six professions with e-modules and small group learning being preferred.

The resilient leader – Online webinar, 8 Februarytick
Join Faculty of Medical Leadership and Management (FMLM) Scotland and the Medical Student Group for a webinar on resilience and leadership .
The webinar will be hosted by two of the FMLM Scotland regional team: Dr. Iain Wallace, Medical Director NHS Lanarkshire,and Dr. Gemma Sullivan, Neonatal trainee, NHS Lothian.

Leaders come in all shapes and sizes (Podcast)tick
NHS Employers  12 / 01 / 2017
Excerpt from webpage “In this podcast, Doctor Elaine Maxwell, associate professor of leadership at London’s Southbank University and non-executive director of Basildon and Thurrock University Hospitals, talks networks – why they are important and what she gains from being a member of the HSJ Women Leaders Network”.

THREE REFS FROM OUTSIDE THE HEALTH SECTOR: 

Beyond personality: exploring the role of motivations, self-evaluations and values in leadership emergence within an organizational settingtick
EWOP in Practice, European Work and Organizational Psychology in Practice, 2016, issue 8 p32-49
Some UK research by Charlotte Axon & Anna Topakas of the Institute of Work Psychology, Sheffield University Management School, UK
Sample population : Managers in an Insurance company

Art, craft or science : how we think about military leadershiptick
Blog post by  December 29, 2016,
Modern War Institute

 Learning the Marriott Waytick 
Faculty of Medical Leadership and Management blog post,
Thornton D, 25/11/16
Medical Education Online
Deiorio, N M et al
The authors reviewed existing education and non-education coaching literature in the context of individualized education in doctors’ training , drew up definitions for academic coaching in medical education; in the future these definitions of the concept and constructs of coaching can be linked to learner and learning outcomes of outstanding doctors.

New book! The SAGE Handbook of Coaching
Edited bypound-sign
Tatiana Bachkirova – Oxford Brookes University
Gordon Spence – Sydney Business School
David Drake – Centre for Narrative Coaching and Leadership

The SAGE Handbook of Coaching
 Hardback only at the moment , enquire at your local healthcare library for how to obtain a loan copy .  The 20 page introduction by the editors is free at this linktick

Leading Excellence in Leeds Our Talent and Leadership Plan 2015 – 2020
Update – November 2016tick
The Leeds Teaching hospitals NHS Trust – Dean Royles, Director of Human Resources and Organisational Development, has shared his organisation’s plan on the web.

Leaders’ reactions to employee creativity, an achievement goal approachtick
Original thesis by Dutch researcher Sijbom, R which has led to several articles in academic journals –  2016  Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2016). Leaders’ achievement goals and their integrative management of creative ideas voiced by subordinates or superiors.European Journal of Social Psychology. [PDF] and 2015 Sijbom, R. B. L., Janssen, O., & van Yperen, N. W. (2015). How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’ voice of creative ideas. European Journal of Work and Organizational Psychology, 24(2), 279-296.
Affiliation University of Groningen, SOM research school.

The evolution and devolution of 360° feedback tick
Industrial and Organizational Psychology: Perspectives on Science and Practice,
(2016) Vol 9 (issue 4), 761794.
Bracken , D W,  Rose D S, and Church A H
The authors cover: 
Short History of the Evolution of 360° Feedback; definition of 360º feedback; why a review is needed; what is going well; what is wrong with it ; how to facilitate evolution and circumvent devolution of 360° feedback?
and comment
Holding Leaders Accountable During the 360° Feedback Process
Industrial and Organizational Psychology , Vol 9 Issue 4 (Dec 2016): 811-813
Young, S F, Gentry, WA, and  Braddy, P W

What good leaders actually do: micro-level leadership behaviour, leader evaluations, and team decision qualitytick
European Journal of  Work and Organizational Psychology Vol 25 Issue 6 (Dec 2016): 773-789
Meyer, B et al
The authors set their research firmly in the context of team work which makes this an interesting paper. Two micro level behaviours are identified :  question asking and behavioural mimicry. The research was conducted by using student participants in teams in a laboratory setting, working on a task requiring decision making ; question asking was measured through behavioural coding and mimicry measured with motion sensors.

Speaking up behaviours (safety voices) of healthcare workers: A metasynthesis of qualitative research studiespound-sign
International Journal of  Nursing  Studies. 2016 Dec ; Vol 64: pages 42-51
Morrow KJ, Gustavson AM, Jones J.
11 studies were examined by the authors though they did not find any UK study to include in the metasynthesis,  so the research conclusions may not reflect cultural norms prevalent  in the UK. Nevertheless the authors state that “safety voice behaviors” can and should be proactively emphasized by healthcare organizations, and role modeled by leaders.
For an English study  – Giving voice to quality and safety matters at board level: A qualitative study of the experiences of executive nurses working in England and Wales,
Int J Nurs Stud. 2016 Jul;59:169-76 (Open Access) tick
Jones A, Lankshear A, and Kelly D.

and

Supporting nursing, midwifery and allied health professional students to raise concerns with the quality of care : A systematic literature review
University of Bedfordshire/Council of Deans of Health, 2016tick

THINKING ABOUT compassion and mindfulness at work? here are a few articles on the topic

Opinion: It’s vital to communicate with compassiontick
CIPD People Management, Jan 2017, blog post by Chahel, K

Breaking Bias
NeuroLeadership Journal, Volume 5, May 2014
Lieberman M D,  Rock D and Cox C L

The Role of Leadership in Creating Virtuous and Compassionate Organizations: Narratives of Benevolent Leadership in an Anatolian Tigertick
Journal of Business EthicsApril 2013, Volume 113, Issue 4, pp 663–678

 Mindfulness: What Is It? Where Does It Come From?tick
Siegel RD , Germer, C K and Olendzki, A
From Didonna, F. (Ed.) (2008). Clinical Handbook of Mindfulness. New York: Springer.

Care and compassion through an organizational lens: opening up new possibilities
Academy of Management Review 2012, Vol. 37, No. 4, 503–523.
tick
Rynes SL , Bartunek, JM , Dutton JE and Margolis, JD

Self-Compassion: What it is, what it does, and how it relates to mindfulnesstick
From Robinson M , Meier B and Ostafin B (Eds.) (2015) Mindfulness and Self-Regulation.
New York: Springer

Spirituality and Intergroup Harmony: Meditation and Racial Prejudicetick
Mindfulness (2014) 5:139–144
Hunsinger M , Livingston R and Isbell L

Latest News – November 2016

If you didnt manage to get to the conference …….here is a
Round-up from Leaders in Healthcare conference, Tues 1st Novembertick
BMJ 2016;355:i5977
The Leaders in Healthcare 2016 conference was organised by the Faculty of Medical Leadership and Management and The BMJ, and held in Liverpool on 31st October to 2 November  . Summary of the conference’s highlights.
From FMLM’s own website – conference picture gallery and editorial and Leaders in Healthcare – All things primary care 

Take me to your leadertick
Parker J ,  Fenton B and Custance M
Excerpt from KPMG report release webpage
This 2016 report into collaboration in UK healthcare explores what makes collaboration successful and what prevents it. To investigate, we’ve asked the views of a number of NHS CEO’s and have interviewed several prominent industry figures.
With some key themes emerging from the report, it is clear that there is significant support for the concept and benefits of collaboration and an appreciation of the difficulties in making it a reality. Some of the stand-out statistics from the study include:

  • 68% of respondents felt that the future is all about collaboration and that competition is dead;
  • 60% said that there are too few good leaders in the NHS;
  • 64% said that the single biggest barrier to effective collaboration between organisations is individual bias and politics.

A randomised study of leadership interventions for healthcare managers119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); pound-signp. 358-376
Lornudd C; Bergman D; Sandahl C; von Thiele Schwarz U
NB Leadership in health services is available via NHS Athens but there is a 12 month embargo.
The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers ( n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. No difference in outcomes was found between the two different interventions.
Excerpt from abstract:
This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.

What Works: The trillion dollar quest (PDF of report)tick
Report by Britnell M (Chairman and Partner Global Health Practice) et al , KPMG in the UK
Tweeted by KPMG International on 31st October 2016

Excerpt:  The findings of this study were generated through triangulation of three parallel research methods:

  • A systematic review of the academic literature on management and leadership development to identify the strength of evidence for payback.
    1049 articles were initially reviewed, of which 32 looked in detail at the question of return on investment from healthcare management development, the key messages from which are summarized in the following report.
  • Expert insights from people with significant expertise running multiple or large scale management and leadership development programs in healthcare. This included interviews with 22 organizational leaders and KPMG development professionals. A half day workshop was also held with 12 faculty members from the Harvard TH Chan School of Public Health and two large tertiary/quaternary healthcare providers.
  • A global search for innovative and successful case studies of management and leadership development in the health industry. A two-way selection process was followed: to contact organizations that were regarded as industry-leading and ask about their development programs, and a ‘bottom up’ process whereby experts were asked to identify organizations whose approaches they saw as ‘world leading’.

Data and lessons from the three streams were analyzed through a thematic synthesis process, with key conclusions summarized in the  report. Links to summaries and commentaries:
Healthcare is changing, so must managers and leaders
Management and leadership development in healthcare
The six rules of good healthcare management and leadership development
Understanding the challenge

Leadership and Management Standards for Medical Professionals (Second Edition) 
Faculty of Medical Leadership and Management , 2016tick
Excerpt: The standards are articulated as a set of core values and behaviors designed to work across all levels. Building on suggestions from the consultation in 2014, FMLM has identified the core values and principles expected of doctors as leaders and reworded the behavioural statements to ensure they are observable, measurable, and assessable, while allowing scope for personal development.

Saving lives: A meta-analysis of team training in healthcare
Journal of Applied Psychology,  2016 Sep; Vol 101(issue 9):1266-304119710687050730804piotr_halas_padlock.svg.hi
Hughes AM, Gregory ME, Joseph DL  et al
A meta-analysis of  129 eligible studies, the authors used Kirkpatrick’s training evaluation criteria (reactions, learning, transfer, results) to answer the following questions:
Is team training in healthcare effective? Finding : yes team training is effective
Under what conditions is healthcare team training most effective? Finding: training design and implementation, trainee characteristics and work environment do not influence team training effectiveness, though feedback appears to decrease its effectiveness.
How does healthcare team training influence bottom-line organizational outcomes and patient outcomes? According to a commentary by Michael West,  the authors found that team training can reduce patient deaths by 15 per cent and medical errors by 19 per cent.

Integrating Cross-Cultural Competencies into leadership development119710687050730804piotr_halas_padlock.svg.hi
TD: Talent Development; Nov 2016; vol. 70 (no. 11); p. 54-58
Woodland, T

Current NHS leadership ‘most general practice-friendly ever’, says top GPtick
GP: General Practitioner; Oct 2016 ; p. 1-1
Bostock  N

Leadership in practice: an analysis of collaborative leadership in the conception of a virtual wardtick
Nursing Management – UK; Oct 2016; vol. 23 (no. 6); p. 30-34
Stockham, A
Excerpt from abstract: This article describes how collaborative leadership was used to successfully implement a virtual ward in the primary care setting in south-east Powys, Wales. The author describes the leadership style and addresses strategies used to manage the change process. The journey demonstrates how collaborative leadership and working collectively enabled a new service to be developed

Leadership Development Through Online e-Portfolio Creationpound-sign
OT Practice; Nov 2016 ; p. 29-31
O’Brien, S P and Hight, J

Facilitating guided reflections on leadership activitiestick
Medical Education; Nov 2016; vol. 50 (no. 11); p. 1149-1150
Wagenschutz, H et al 

Using Reflective Practice in a Leadership Coursepound-sign
Nurse educator; Oct 2016
Tesh AS; Kautz DD

Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs119710687050730804piotr_halas_padlock.svg.hipound-sign
Hospital pharmacy; Sep 2016; vol. 51 (no. 8); p. 635-638
Chappell A; Dervay K
NB Hospital pharmacy is available via NHS Athens but there is a 12 month embargo.
Excerpt from abstract : Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training.
(This idea is being used at Tampa General Hospital, USA) 

The need for leadership training in long-term care settings119710687050730804piotr_halas_padlock.svg.hipound-sign
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); p. 354-357
Davis JA
NB Leadership in health services is available via NHS OpenAthens but there is a 12 month embargo.

What if NHS leaders were more representative of patients and staff?tick
BMJ (Clinical research ed.); Nov 2016; vol. 355 ; p. i5828
Nath, Vijaya

Inquiry on maximising the contribution of NHS non-clinical staff – Final Report 
HSJ and Sercotick
November 2016
Report based on five workshops attended by a broad range of NHS staff , sessions at HSJ Summits at venues across England, and follow up sessions between March and October 2016. During the work contributing to this Interim Report, participants agreed that some simple self-assessment questions might help organisations and system leaders to focus on the issues around the non-clinical workforce. These are the questions.

Questions for organisations

  • How valued do our support/non-clinical staff feel? How do we know this; who feels most valued and who least; and what do we do about this?
  • Do we understand the value these staff provide, and not just the overhead cost they represent? How do we measure it?
  • Do we help these staff understand how they contribute to patients’ experience, outcomes and good use of resources? How can we be sure?
  • How do we provide career development opportunities and skills aligned to future needs of the organisation/system? How are career development plans organised to ensure we get the staff we need at the right time?
  • What are our measures of job satisfaction and staff engagement, and how do we plan to enhance attention of HSJ readers on their value, at a time of economic stress getting more intense?
  • How are we actively challenging upwards to system leaders around the strategic vision for this part of the workforce?
  • How does our board present its views on the value of these staff internally and to the wider world, articulating and celebrating contribution of this group? If the answer is by awards, what is the ratio of celebration of clinical/ medical staff to non-clinical staff?
  • How will we evaluate (in a proportionate but meaningful way) emerging new support roles?
  • Given the Carter agenda on cutting the cost of back office, how will we evaluate the impact of taking staff down a couple of grades on service, colleagues, outcome for staff and public and patients?
  • Carter and procurement – fantastic, but where is national procurement expertise and leadership and change in behaviour, and procurement development plans locally? Where are workforce, skills etc?
  • How have we engaged the non-clinical workforce that supports clinical workforce effectively and efficiently?
  • Given tight finances, is our use of non-clinical staff as efficient as it can be, within the constraints?
  • What are the implications of choices based on lowest-cost in staff engagement and quality?
  • Are we involving these staff and getting the best value from their contributions and insights into how to improve care?

Questions for system leaders

  • Do our narratives about change highlight the importance of all parts of the NHS workforce, including those who support and enable the work of clinicians?
  • How are we ensuring providers and commissioners are collaborating to develop this part of the workforce in tandem with reform plans?

Reflections on leadershiptick

‘Mind the Gap’ by Maggie Woods (Lead Consultant Thames Valley and Wessex Leadership Academy)

Mind the Gap”

I had the privilege to hear Dame Ruth Carnall talk and reflect on her career in the NHS. She talked about some of the challenges that she had faced, and also the future challenges that NHS leaders face.

The new structure of the NHS provides us with lots of opportunities, but also challenges. I have myself struggled to understand how the new system will work and I have noticed that since the changes there have been times when I have become focused on the day to day workload and delivering my personal objectives.

If we are to meet the needs of our population in terms of health and social care provision within the much talked about financial challenges, the one thing that most of us would agree is that we need to integrate more. My reflections when working with teams is that there can often be mistrust of other teams within the system and assumptions made about the other team’s motives.

My belief is that everyone in the health and social care sector has similar values and beliefs about improving health and wellbeing of our population.  It is why we all do what we do. We come to work to make a difference. The opportunity for us now is to look up, to work across the gaps in structures and to enter each interaction with the understanding that we all trust each other.

Our academy is working with leaders across health, social care, the voluntary sector and with citizen groups to look at ways that we can empower our communities. The aim is to reduce dependency on health and social care services by listening and designing services with patients and citizens.

This new style of leadership programme “ Leading Empowered and Health Communities “ is built on the value of co-production- it feels like a good place to start to close the gap.

Personal, fair and diverse campaigntick
Relaunch of this campaign with a new facebook page
The Facebook group which goes live on 21 November at 12 noon will give the chance to be part of a wider conversation, sharing stories, learning, best practice and ideas with other organisations in the NHS and other PFD champions. The group is a closed group just for champions to discuss PFD related work in a safe environment.
To become a champion, follow on twitter @NHSE_Diversity using #PFDchamps or join our new closed Facebook group. For more information about PFD champions there is a personal, fair and diverse NHS web page.

What the system can do – The role of national bodies in realising the value of people and communities in health and care tick
Published November 2016
Wood S and Henderson S and colleagues at the Health Foundation
Excerpt from Executive Summary : This report – produced as part of the Realising the Value (RtV) programme – focuses on how national bodies can best remove barriers to progressing person- and community-centred approaches for health and wellbeing. It reviews the range of mechanisms (often called system levers) national bodies use to influence health and care services to achieve policy objectives, and the impact these have on person- and community centred approaches for health and wellbeing. It suggests what national bodies might best do to help implement and spread these approaches, including the five approaches that the RtV programme focused on: self-management education; peer support; health coaching; group activities; and community asset based approaches.
See also:
Making it happen: Practical learning and tips from the five Realising the Value local partner sites , published November 2016 by Ejbye J and Holman A and Realising the value Ten key actions to put people and communities at the heart of health and wellbeing (This report was written by Annie Finnis, Halima Khan and Johanna Ejbye ( Nesta) , Suzanne Wood, ( the Health Foundation) and Don Redding, (National Voices)

Health as a social movement tick
Published by Nesta (an innovation charity), Sept 2016
Del Castillo J, Khan H, Nicholas L  and Finnis A
Looks at the role of facilitative leaders in bringing about change inside and outside the NHS for the benefit of people’s health

The future of commissioningtick
by NHS Clinical Commissioners-the independent collective voice of clinical commissioning groups, October 2016
Excerpt: The unique value of CCGs is their combination of credible clinical leadership, expertise and local knowledge of the communities they serve. This local dimension must not be lost as new models of care and new commissioning relationships and footprints take shape. We recognise that clinical leadership is instrumental to the health and care system across the commissioner-provider spectrum, but this system-wide participation has an unavoidable consequence of potential competing interests.

 

360 degree feedback

Overview
There is a wealth of studies into 360 degree feedback (also referred to as multi-source feedback or assessment, or multi-rater feedback), the majority of the studies have been published in the US, but the UK ranks second in number of articles from the healthcare perspective. There has been a steady rise in articles published since the early 1970s with a peak of 33 articles in 2010 and 28 articles in 2014 in the healthcare literature.  My desk research has found key literature by Maury Peiperl, currently Pro-Vice-Chancellor and Director of Cranfield School of Management  (https://www.cranfield.ac.uk/About/People-and-Resources/Senior-team/senior-management/Professor-Maury-Peiperl) , Leanne Atwater (Professor of Management, University of Houston ), Joan Brett (Associate Dean, Arizona State University),  and Kenneth Nowack (private practice psychologist and guest lecturer at the Anderson School of Management, University of California Los Angeles) .  A review focusing on research since 2000 was conducted Craig and Hannum in 2006 in Consulting Psychology Journal: Practice and Research, http://psycnet.apa.org/psycinfo/2006-07773-005 , and there have been various books (and chapters in books) such as Leveraging the Impact of 360-degree Feedback, by Fleenor JW, Taylor S, and Chappelow, C in 2008.  An article by Hansel R et al (2010) looks at the number of raters needed for achieving reliable feedback results , whilst differing design features of 360 degree feedback are covered in the article by Bracken and Rose (2011). Consulting Psychology Journal, T and D, and Leadership Quarterly have published the most number of articles on 360 degree feedback  but the Training Journal, Nursing Management, People and Strategy, and Journal of Management Development have also all had recent articles on 360 degree feedback, highlighting need for awareness briefings, coaching support during the report debriefing process ,  and follow-up action plans.  There is ongoing debate about the role of 360 degree feedback as a personal development tool versus its use in performance appraisals.

The NHS Thames Valley and Wessex Leadership Academy’s Healthcare Leadership Model 360 degree feedback tool is here

The Faculty of Medical Leadership and Management’s 360 degree feedback tool specifically for doctors at all career stages is here 

Equiniti 360 Clinical’s 360⁰ feedback system has been developed in partnership with The Royal College of Physicians, Guy’s and St Thomas’s NHS Foundation Trust and meets the standards set out by the General Medical Council.

The annual CCG 360-degree stakeholder survey will be conducted in early 2016.

Please see below for a selection of articles

Do 360degree Feedback Survey Results Relate to Patient Satisfaction Measures? (open access)tick
Hageman MGJS et al
Clinical Orthopaedics and Related Research , Volume 473, Issue 5, 1 May 2015, Pages 1590-1597

At the crux of dyadic leadership: Self-other agreement of leaders and direct reports – Analyzing 360degree feedbackpound-sign
Markham SE et al
Leadership Quarterly (Article in press)

Leader personality and 360degree assessments of leader behavior
Bergman D et al pound-sign
Scandinavian Journal of Psychology,Volume 55, Issue 4, August 2014, Pages 389-397

Perceptions of women and men leaders following 360degree feedback evaluations
Pfaff, LA et al pound-sign
Performance Improvement Quarterly
Volume 26, Issue 1, 2013, Pages 35-56

Evidence-based answers to 15 questions about leveraging 360-degree feedback
Nowack, KM and Mashihi, Stick
Consulting Psychology Journal: Practice and Research, Vol 64(3), Sep 2012, 157-182

360 degree feedback: how many raters are needed for reliable ratings on the capacity to develop competences, with personal qualities as developmental goals?pound-sign
Hansel R et al
The International Journal of Human Resource Management. Volume 21Issue 15, 2010

When Does 360-degree feedback create behavior change? And how would we know it when it does?119710687050730804piotr_halas_padlock.svg.hi
Bracken D W and Rose D S
Journal of Business and Psychology (2011) 26:183–192

Getting 360 ° feedback right tick
Peiperl, Maury A
Harvard Business Review, 2001, Vol 79, issue 1, p142-147

360º feedback: a critical enquiry119710687050730804piotr_halas_padlock.svg.hi
Morgan, A, Cannan, K and Cullinane, J
Personnel Review, 2005, Vol 34, issue 6, p663-680

360 degree feedback: a review of literature tick
Mohapatra, M
International Journal of Research and Scientific Innovation, Jan 2015, Volume 2, issue 1,  p 112-116

Multisource or 360 degree feedbacktick
Moss, S
Psychopedia, 2010, webpage, overview

Using Multisource Feedback to Develop Leaders: Applying Theory and Research to Improve Practice (link to abstract, open access, click on PDF to get free full text )tick
Hezlett, S A
Advances in Developing Human Resources October 2008 vol. 10 no. 5703-720

How 360 degree feedback practices create positive or negative participant perceptions of the processtick
Morison, P
Dissertation submitted to University of Brighton, UK, 2011

Executive extra: Leadership at 360 (open access article)tick
Reistroffer, C , Van Driel, MK and Barry, J
Nursing Management, 2013, Vol 44, issue 12, p47-51

Taking the burn out of the 360º hot seattick
Levine, M
T and D, 2010, Vol 64, issue 8, p40-45

The reliability, validity, and feasibility of multisource feedback physician assessment: A systematic review 119710687050730804piotr_halas_padlock.svg.hi
Donnon T et al
Academic Medicine, 2014, Vol 89, issue 3, p511-516

 

Latest news – October 2015

Leadership edition (October 2015) of Future Hospital Journal, a journal of the Royal College of Physicianspound-sign
A variety of articles with contributors from the Faculty of Medical Leadership and Management
Examples :
Leadership and decision making: a skill for all?
A medical director’s perspective on healthcare leadership
Medical engagement and improving quality of care
The leadership response to the Francis report
Professionalising medical leadership
Supporting and driving trainee-led leadership
An international perspective on medical leadership

Quality, Staff Engagement and Values Based Leadership The WWL Journey tick
Andrew Foster Chief Executive and Dr Umesh Prabhu Medical Director
Wrightington, Wigan and Leigh NHS Foundation Trust
Presentation to CQC Board Meeting, 23 Sept 2015
Cited by Peter Lees, in an interview on Radio 4

 

What do leaders want from NHS Improvement?tick
The Nuffield Trust and NHS Providers
Published September 2015
Following on from the merger of Monitor and the Trust Development Authority to form a single body, NHS Improvement, which now has regulatory and oversight duties over all NHS providers, this “Viewpoint” document asked leaders from across the health service and other key positions in health care policy-making for their advice to the incoming CEO, Jim Mackey.

Identifying and accelerating talent at Novo Nordisktick
360° ,  The Ashridge Journal, Winter 2015
Case Study
Description of an assessment and development programme called KEYS for existing staff with leadership potential.

GenerationQ – The Health Foundation  – applications open for part-time fully-funded leadership and quality improvement programme leading to qualification; postgraduate certificate in Leadership (Quality Improvement) from Ashridge Business School , with option of completing an MSc.tick
Closing date 17th November 2015 (18 places for senior leaders working in or with the health service)

Becoming a Better Leader: Applying Key Strategiestick
Free eBook download after completing request form from Routledge and International Leadership Association
Released October 7th 2015
The introduction is by Ron Riggio, and there is original content from Michael Genovese, Michael Harvey, Al Bolea, and more. The e-book delivers practical, succinct strategies for developing efficient, effective leadership skills.

When we say ‘urgent’ it means now …” : health and social care leaders’ perceptions of each other’s roles and ways of workingpound-sign
Journal of Integrated Care, 23(3), 2015, pp.143-152
Griffith L and Glasby J
Article covers a practical case study of work with a group of senior leaders where it is less common to explore different perceptions of each other.

Landing transformational change: Closing the gap between theory and practice
CIPD and University of Bath Research Report , September 2015 tick
Extract from Executive Summary “this report is the second on landing transformational change in the CIPD series. The first report, launched In September 2014, covers how some of the latest thinking in change management can inform how organisations approach transformational change. This second report explores how the themes identified apply in practice through a focus on providing practical examples of how organisations have approached transformational change”

Using a 360° Feedback Evaluation to Enhance Interprofessional Collaboration
Nurse Leader, 2015 Vol 13, Issue 4, Pages 64–69pound-sign
Sikes D et al

Latest news – June 2015

Ending the crisis in NHS leadership – a plan for renewal tick
HSJ Future Leadership inquiry – June 2015
Chaired by Sir Robert Naylor Chief Executive of University College London Hospitals Foundation Trust
Inquiry covers context, the evidence for a crisis in leadership,the causes of the crisis, clinical leaders, the changing nature of the NHS and its leadership, recommendations: making system leadership more manageable, making leadership more attractive, making leadership more sustainable, and final observations.

Talent Management  – developing leadership not just leaders
The King’s Fund June 2015, by Sarah Massietick

“Developing leadership that is ‘fit for purpose’ is often cited as the most common workforce challenge facing all sectors – public, private and not-for-profit. The health service needs to take this challenge seriously. A recent report produced by The King’s Fund highlighted worryingly high levels of board-level leadership vacancies (Janjua 2014). It found that there is an increasing reliance on interim and expensive agency staff with organisations experiencing a high turnover of senior leaders as the complexity of the health system increases (Janjua 2014). This situation could easily worsen unless organisations have a strategy for developing future leaders” (Massie, June 2015)” .

“What does this guide offer? In this guide we look at the key aspects of a holistic talent management and succession planning approach. We offer our knowledge and learning based on current research into collective leadership and our work at all levels of the health service. Drawing on this experience, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide will enable board members and senior leaders to challenge their current thinking on managing talent and succession planning. It will help them to decide which processes and systems need to be in place to support the recruitment, development, retention and deployment of a future agile and mobile workforce” (Massie June 2015)”.

Sarah Massie on The King’s Fund blog and comments Is lack of leadership talent a long-term condition for the NHS?

Transforming general practice – what are the levers for change?tick
Nuffield Trust briefing by Rebecca Rosen
June 2015
Approaches and levers for change that can be utilised by policy-makers and regulators to promote change in general practice. See also video by Dr Rebecca Rosen.
To support this publication, the Nuffield Trust also produced a brief review of literature on methods for supporting change in general practice and primary care.

Transforming our health care system – ten priorities for commissionerstick
This paper by Naylor C et al for the King’s Fund was originally published in March 2011. It was last updated in June 2015 to reflect changes in the NHS
See section on leadership competences and the healthy organisation.

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literaturetick

Report by Bailey, C et al for National Institute for Health Research. Published in Health Services and Delivery Research, Vol 3, Iss 26, June 2015

 

NICE new guidance (NG 13) – Workplace policy and management practices to improve the health and wellbeing of employees tick

New guidance issued in June 2015 – Recommendations

 

FMLM prospectus – Medical leadership for better patient care: Support for healthcare organisations 2015
tick

A prospectus of support and services published by the Faculty of Medical Leadership and Management in June 2015 . The Prospectus has numerous links through to more detailed information such as the FMLM’s own report “Leadership and leadership development in healthcare : the evidence base” (Feb 2015)  and its “Leadership and management standards for medical professionals

They are launching a 360 degree feedback tool in August 2015

FMLM was established in 2011 by all the UK medical royal colleges and faculties and endorsed by the Academy of Medical Royal Colleges (AoMRC).

 Lilly lecture 2015 – Leading cultures that deliver high quality care  (FMLM)tick
Lecture given by Professor Michael West, Senior Fellow at the King’s Fund

 Salisbury NHS Foundation Trust – delivering an outstanding experience for every patient through staff health and wellbeing (published June 2015)tick
Outlines what the Trust did to improve staff health and wellbeing and the Trust was placed in the Health Service Journal’s top 100 NHS employers in 2014

Staff wellbeing is key to a quality healthcare experience tick
Picker Institute
Link through to report published in June 2015 titled “Understanding the impact of staff wellbeing on patient experience and healthcare quality,”

Leadership Training & Professional Development Public Sector Survey 2015tick
June 2015 
Report of the findings of an online survey by iGov of 276 individuals from 241 separate organisations , in partnership with Westminster Business School, . Report examines ways public sector organisations conduct their training programmes, selection of programmes and priorities for the future. Organisations surveyed included those from the NHS , the Emergency Services , Education and Central and Local Government..

 Attract Grow Engage  – Optimising the talents of an age-diverse workforcetick
Institute of Leadership & Management (ILM) and Ashridge Business School
June 2015
A guidance sheet for employers 

Untapped talent: Can over 50s bridge the leadership skills gap?tick
Institute of Leadership and Management
June 2015
Research evidence and recommendations