Civil Service Live London 2013

1. The case for leadership
First and last, think about humanity
Everything else is an irrelevance
Bertrand Russell

2. The Public Sector
Bails out the Private Sector!

3. Our biggest leadership challenge ever.
Are we up for it?

4. Leadership is about getting results
with and through people.
…no people no results!!

5. …a lot of managers … trying to solve
problems miss the forest for the trees by
forgetting to look at their people…
...I think they need to look a little more
closely at what it’s like for their people to
come to work there every day.

6. A cow with a name produces more milk than one without
Douglas & Rowlinson, Newcastle University
…and treating her as an individual
…increases milk yield by 500 pints per year

7. Some farmers:
• have waterbeds for cows to rest on
• play classical music
• hire animal chiropractors to give older cows a tune-up
……all to ensure maximum milk output.

8. Discretionary Effort =
Personal Capability – Minimum Requirement
‘there is an increment of human effort which
individuals can apply exclusively at their discretion’

9. Robert Francis QC 6 Feb 2013
1. Fundamental standards and
measures of compliance
2. Statutory requirement for
openness, transparency and
candour
3. Compassionate, caring,
committed nursing
4. Stronger healthcare leadership

10. Robert Francis 6Feb 2013
The recognition that healthcare
management and leadership is, or
should be treated as a profession, is
important. The concept carries with it a need
for members of that profession to commit to a
professional code of ethics, conduct and
standards relevant to their work, separate from
any such commitment they have by reason of
other professions. It puts all professionals in the
health service on an equal footing………….

11. Do we Value Medical Leaders &
Leadership?
• Do we?
• As a system?
• As a profession?
• Do you value your role?
• Do you know your value?
• Take it seriously?
• Time and resources?
• Accountability?
• Is medical leadership a profession?
• …and does it matter?

12. The link between the Management of People & Patient Mortality in Acute Hospitals
West M et al. Int J HR Mgt 2002 13:8 1299-1310

13. Whatever happened to the Boorman Report?
 £555m savings by reducing sickness absence
50
60
70
80
90
100
110
HSMR Patient satis
Trust A
Trust D
0
2
4
6
8
10
12
14
16
18
Absence % Turnover % Agency
Spend %
MRSA/100k
bed days
Trust A
Trust D

15. Growth & profitability
Customer loyalty
Customer satisfaction
Value
Productivity
Staff Loyalty
Staff satisfaction
Internal quality
Leadership
The service-profit chain at Sears
Harvard Business School 1993
How it all fits together?
Leadership
Internal
quality
Staff
satisfaction
and loyalty
Productivity
and value
Patient
satisfaction
and loyalty
Efficiency
And
sustainability

16. Are Expensive Leadership Development
programmes a waste of money?
Vaithianathan, Lees, Bate & Hockey
Figure 1: Expenditure on HPL courses and management
consultants as a share of total management costs

17. Growing body of evidence
• Leadership saves lives
• ….and money
• ….no people no results

18. When I was young I admired
clever people. Now that I am
old, I admire kind people.
Abraham Joshua Heschel

19. NHS Staff Management and Health Service Quality
Michael Westand Jeremy Dawson
By giving staff:
• clear direction,
• good support and
• treating them fairly and
• supportively,
…leaders create cultures of engagement, where
dedicated NHS staff in turn can give of their best in
caring for patients.

20. The analysis of the data shows this can be achieved by:
• Focusing on the quality of patient care
• Ensuring that all staff and their teams have clear objectives
• Supporting staff via enlightened HRM e.g:
• effective appraisal
• high quality training
• Creating positive work climates
• Building trust
• Ensuring team working is effective
 High quality, improving patient care, effective financial
performance.
NHS Staff Management and Health Service Quality
Michael Westand Jeremy Dawson