Category Archives: Management

Leadership

Leadership is not the same as management: yes, it’s about people and systems and getting things done.  But it’s more about inspiration, long term goal setting, encouraging people in their own journeys.

Can all be a bit alpha and masculine.  Yet lots of evidence that a compassionate style is more effective.  Study by Jonathan Haidt (New York University) shows that if employees are moved by the compassion or kindness of their leaders (a state he terms elevation), the more loyal they become to him or her, even if it isn’t directed at them personally.

We are especially sensitive to signs of trustworthiness in our leaders, and react strongly to “arsehole” behaviour.  

Not only does an angry response erode loyalty and trust, it also inhibits creativity by jacking up stress levels. Positions of power tend to lower our natural inclination for empathy, so it is particularly important as a leader to be self aware, and actively practice seeing situations form their employee’s perspective.

Key challenges – junior doctor training, MCNs, HEAT targets, centralization vs local demand.  Opportunities: improvement, efficiency.

Circle of influence (Steven Covey) – small subset of circle of concerns.  Note potential for stress and disillusionment in face of concerns, at time of need for motivation and creativity!  Always potential for extending circle of influence…

SWOT analysis: strengths, weaknesses, opportunities, threats.  Build on strengths, mitigates weaknesses, capitalize on opportunities, tackle threats head on.

To maintain trust and confidence – stay in touch, know your people.  Have a common platform rather than being seen as separate.

  • Direction and purpose – conflicts?  Wrong activities?
  • Align systems/processes – bureaucracy?  Slow processes? Going through the motions?
  • Know the people – do they say what you want to hear rather than being honest?
  • Release potential – and frees up your own time!
  • Influence and communicate – perception does not always equal reality

Transactional vs transformational styles:

  • Problem solving                   Coaching
  • Power based authority                        Influencing but no authority
  • Conservative                           Creative
  • Lack of growth                       Woolly
  • Work harder as philosophy     Change for change’s sake
  • Vulnerability to change
  • Thorough
  • Safe

Vision – relevant, strategically worthwhile over years, concordant – should stretch capabilities and self-image

Determines Mission: standards and values

Then in turn Goals (organisational), Strategies, Action plans

Having the broader goals and strategies helps services align, and allows stepwise change within a comfort zone rather than radical revolution with panic

SMART Plus objective – specific, measurable etc Plus clarification about why it’s important, acknowledgement and recognition.

Barriers should be flagged up as next steps – need to keep a “wildly important goal” (WIG) on the agenda of each meeting to maintain perspective.