- Key messages from the research, including how to work effectively with social care, VCS, and citizens.
- Group work around scenarios to explore how leaders would respond to different systems leadership challenges.
- Identify key practical next steps for local systems leaders.
- Lucy Wiltshire, Head of OD, Portsmouth Hospitals NHS Trust
- Abi Williams, OD Manager, Portsmouth Hospitals NHS Trust
- Francesca Pingarelli, Senior Workforce Lead, Dorset CCG
- Mark Warner, Director of OD and Workforce, Dorset County Hospital NHS Foundation Trust
Workshops
Morning Workshops
1a: From what’s wrong to what’s strong - Catherine Wilton, Director, Coalition for Collaborative Care
To explore the principles and practice of Asset Based Community Development and what happens when we shift our attention from what is wrong to what is strong in community life.
1b: “In it together” Systems Leadership in Integrated Care Systems - Ewan King, Director, Social Care Institute for Excellence (30)
The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of Integrated Care Systems. This research will inform the Leadership Academy’s long term plans for supporting leaders in integrated care systems. The research paper is based on findings from interviews with systems leaders and a review of the literature.
The session will explore:
See this presentation here: 1B - Ewan King.pptx
1c: Talking to the hand: leading in complexity and rolling with resistance - Debbie Sorkin, National Director of Systems Leadership, The Leadership Centre (40+)
If you’re in a leadership role in a complex system, whether it’s within the NHS or more widely, then more often than not you’ll find there’s no simple lever that you can pull for things to magically happen. There’s no nice, neat, linear process. What are described as major initiatives can lead to little shift in practice, whilst smaller-scale actions can have an impact out of all proportion to their size. And other people – those pesky human factors – don’t invariably see it as their job to unite around your position. Resistance – in ingenious and multifarious forms – goes with the territory.
So this Workshop looks at how you lead effectively – within and beyond the NHS – in these situations: where you need to work in new ways; where you might not actually be in charge, whatever your job title; and where you need to work with people who might have very different perspectives, priorities and even language to you.
It centres on Systems Leadership approaches, with an overview of how these work in practice, drawing on examples from the Leadership Centre’s support for NHS Trusts, Clinical Commissioning Groups, Local Authorities and Sustainability & Transformation Partnerships. We’ll also look at the kinds of resistance you might meet, alongside practical tools and techniques you can draw on to counter them. But most of all, this will be an interactive session, so that people have time and space to reflect on, and discuss, their own systems and to try out some new ways of working.
See this presentation here: 1C - Debbie Sorkin.pptx
1d: How to develop meaningful relationships - Dr Mark Spencer, GP, Mount View Practice, NHS Collaborate
Meaningful relationships based on trust and understanding are at the heart of bringing about sustainable transformation and are also an essential ingredient of building successful teams. This session will focus on how we build trust and how to encourage others to voluntarily choose to follow.
Afternoon Workshops
2a: Developing 'Place Based' Leaders - Maggie Woods, Joint Lead and Deputy Director Leadership and OD, NHS Thames Valley and Wessex Leadership Academy and Liz Saunders, Senior Associate, NHS Thames Valley and Wessex Leadership Academy
There are different models of leadership development programmes, some involving individuals attending national centres and networking with colleagues from across the health system, other models, such as the Frimley ICS 2020 programme involve a focus on the local place and population.
In this workshop Maggie and Liz will work with you to consider the need and role for place based development as opposed to more traditional approaches. They’ll help you consider the key components required in a place based programme in a very practical way and how these differ from other types of leadership development.
They will share the key elements and the themes emerging from two key placed based leadership development programmes, the Frimley ICS 2020 programme and the Leaders in Greater Manchester Programme.
This workshop will describe how working for and with communities’ , leadership development programmes can make sustainable changes to service provision and develop leaders fit for the future.
We hope that by attending this interactive workshop delegates will develop an understanding of a model for placed based leadership development and be able to take away some key messages and practical approaches.
See this presentation here: 2A - Maggie Woods.pptx
2b: Talent Management - Getting an upstream of retention - Alison Jennings, Joint Lead and Deputy Director Leadership and OD, NHS Thames Valley and Wessex Leadership Academy (40)
Imagine that a network of organisations, employing over 3 million individuals, is developing and deploying its talent to deliver outstanding health and care as well as providing those individuals with a career that is both meaningful and inspiring to others.
The pieces of the puzzle to create a whole system solution to talent management for health and care are emerging. The challenge now is connecting those pieces to form a whole.
Come and hear about innovative work developing at a national, regional, system and organisational level, and help us create the connections needed to complete the picture.
Supported by:
See this presentation here: 2b - Alison Jennings.pptx
2c: Systems Surgery - Debbie Sorkin, National Director of Systems Leadership, The Leadership Centre (20)
Following on from her session in the morning on systems leadership approaches and how they can help leaders working in complexity, Debbie will be holding a ‘surgery’ for the afternoon session. This will be an open space where a group can have a conversation (on Chatham House rules basis), share issues and experiences, and explore different approaches that might help.
2d: How is the use of drama changing perspectives and saving lives? “My change in health comes from the drama not the data’” - Marion Lynch, Leadership Development Consultant and Deputy Medical Director NHS England South
I work with people whose voices are seldom heard because of sigma or silence. I now work with Human Story Theatre who give sound and status to their voice.
We have co produced a series of plays that change the way we view health and the way we do co production. Those without power sometimes need to shout. Not here. We show, we don’t tell. We improve health of the audience and sustain such change. This saves lives. This saves money. Come and hear what we are doing, experience how it works, learn to walk and work across cultural boundaries.
See this presentation here: 2D - Marion Lynch.pptx
2e: Inclusion starts with I - Samia Fazil, Talent Development Lead, NHS Thames Valley and Wessex Leadership Academy and Kathryn Smith, Diversity and Inclusion Lead, Solent NHS Trust (25)
Interesting, informative, intriguing, inclusive invitation.
2f: The Unconference - Sarah Russell, Leadership and OD Consultant, NHS Thames Valley and Wessex Leadership Academy
Prompted by this morning and driven by you.
An Unconference is a participant-driven meeting in which you decide the agenda. As a group, you will decide on the ‘hot topics’ that you as a group want to explore. It’s the opportunity to claim time and space to initiate a discussion that is relevant, now and for the future of the Healthcare system. Collectively you will share your expertise, knowledge and creative thinking needed to tackle those Wicked Issues.