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More on system leadership
- Read the individual interviews with system leaders
- Watch Nick Timmins' interviews with Victor Adebowale and Ruth Carnall
- Watch Nick Timmins' talk: Learning from system leaders
- Find out more about our system leadership work
- See Vijaya Nath's article: Egos and ambition have no place in health care leadership
"I think collaboration is the most important innovation for the NHS today". It is not the fancy technology that is holding us back but largely:
1. Poorly set up and functioning structures. The system is set up to work in a 'them and us' way. Evaluation is based on organisation not system performance e.g. CQC
2. Lack of right skill set for the job at hand. Too much EGO and organisation centric agenda. Behaviours need to demonstrate efficient working beyond boundaries.
3. How do you expect laprosccopic surgery to flourish if the leader has been practising open surgery for 35 years and is too 'rigid' to accept that he/she needs to pick up a new skill or focus on a different set of behaviours. Quite a few 'senior leaders' happy in their old ways which brought them success in the past but are outdated for what the NHS requires today.
4. Their is urgency mentioned umpteen times in the 'talking' but very little urgency shown in action.
Does it really mean that the service is no longer properly selecting, training and developing present and future leaders?....I think so. Individuals seem to be simply looking for their next promotion rather than the giving of a service. How dare whistle blowers tell the public the true facts!!... Lets have more meetings more reports and maybe the problems will simply disappear!
There are centres of real excellence but they are being overshadowed by a growing number of inflexible, incompetent managers and leaders who still find ways of staying in post and unfortunately promoting those in their own image.
I feel 80 page investment of time reading is as critical as time compiling so the value of the impact and contribution it will make is dependent on the likes of me - a modest front line leader dealing with enabling, empowering, reflecting, shaping culture, instilling pride, humour and reputation for our services in my 50 odd staff. The bit that I would want to add re leadership citing Derek Sivers and his irresistible 3 minute youtube clip on leadership is to say it is about credibility - ie leading by example - if you are no longer doing the thing you are leading about be very careful how you pronounce and expect others to follow - see the dancing guy in the Sivers clip - He started dancing and is still dancing when all the crowds joined him !!
such as Mental Health, first question are you subject to section 117, Guardianship or COP, second what are their problems? assess, including 'safeguarding', identify needs, then implement. What agencies could be involved in this exercise. DWP,COP, Appointees, Housing, Guardianship, CCG, LA, Carers, Banks, Building Societies, Personal Budget, Support Workers.
To be a Systems Leader you must have knowledge, and that takes time.
There needs to be various System Leaders specializing in different subject matters, with some 'crossover' between agencies, i.e Housing Benefit regulations is the same for all groups.
It comes down to one question, you cannot be a System Leader if you don't know the system.
2. There is no leadership training
3. But I believe systems leadership can be taught and I am happy to share how although health is not my field...