Leadership for better outcomes
1. The Leadership Qualities Framework - what it is, what it does
and how it can help
ADASS and SCIE Seminar, 11 January 2013
Debbie Sorkin, The National Skills Academy for Social Care
[email protected]
Leadership for better outcomes:
1. The Leadership Qualities Framework
 Background: introduction to the Skills Academy
 Context: Leadership – what we think it is, why we think it matters, where
we think it sits
 The Leadership Qualities Framework: how it fits in
what it is
how it works
how it can help
putting it into practice
 Promoting the Framework and links to other initiatives
The Skills Academy:
leading on leadership in social care
Backed by DH and BIS
Covering adult social care but also
working with health and children’s services
Specific remit to improve leadership and
commissioning, and to support Registered
Managers
Employer-led: reaching providers, trainers,
local authorities and other commissioners
Membership body
leadership programmes for all levels
endorsement for high quality trainers
Leadership Qualities Framework in place, to
be followed by Leadership Strategy and
Leadership Development Forum
Some of our Members
Cheshire Homecare Services Ltd
Leadership: what we think it is, why we think it
matters, where we think it sits
Not just about authority at the top of
organisations
It’s a practical understanding – and
awareness – about how you do what
you do, and the impact on others
So it’s about behaviours, and taking
responsibility for them
And it’s everyone’s business – people
working at all levels in social care
“People do not experience our values,
they experience our behaviours.”
Bill Mumford, CEO, MacIntyre
“Who Cares?”: key leadership behaviours
Communication
Adaptability
Focus on continuous improvement
Team working
Self-awareness
Ability to build relationships
Coaching and development
Why leadership matters:
it’s the basis for delivering excellent care in the midst of
change
Policy context:
“The sector needs high-quality leadership at all
levels...[it] is essential to the delivery of all the
proposals in this White Paper.” Caring for our future:
reforming care and support, July 2012
Practice base:
“Who Cares?” pan-sector survey:
94% of respondents linked quality of leadership with
quality of service; 93% wanted more investment in
leadership development
Anecdotal evidence:
The biggest variable in staff feeling empowered and
engaged is the quality of leadership
External environment:
Unprecedented mix of circumstances: demand,
supply, structural change, cultural stasis
Where leadership sits: it matters at all levels
Practice
Leadership
Collaborative
Leadership
Community
Leadership
“Practice leadership involves those in care settings,
at all levels, taking leadership responsibility for the
quality of care and the safety of vulnerable people
who use services.”
“Collaborative leadership involves sharing power to
enable a group of leaders to commit to a shared
purpose, such as delivering care around the needs
of people who use services.”
“Community leadership involves leaders drawing
on the caring capacity within communities by
treating people as assets with tremendous skills
and talents to contribute. It involves co-producing
services with people who use them, and their
carers.”
The Leadership Qualities Framework: how it fits in
What it is
Guide to what good leadership looks like
Describes what good leadership looks like
in different settings and situations
Defines good leadership for people at
different levels:
Front-line Staff
Front-line Leaders
Operational Leaders
Strategic Leaders
Basis in values and behaviours that follow
on from them
Grounded in everyday practice and written
in plain English, so accessible to everyone
Applicable in integrated services
The Leadership Qualities Framework:
How it works
Based on structure of NHS
Leadership Framework
Groups behaviours into seven areas,
called Dimensions
Five Dimensions relate to areas in
which all social care professionals
need to demonstrate leadership
Two apply specifically to senior staff
Each Dimension has four elements
The LQF takes each element and
gives a short description of what
quality leadership looks like at
different levels
The Leadership Qualities Framework:
How it can help
Essential tool for small, medium
and large providers to measure
and strengthen leadership capacity
For commissioners and regulators
to use as a guide/quality indicator
Also for micro-providers, user-led
organisations, service users who
commission services and personal
employers
Recruitment and selection aid
At-a-glance guide/benchmarking
tool
Supervision, appraisal, CPD
The Leadership Qualities Framework:
Putting it into practice
Free online individual/organisational selfassessments based on LQF
360° feedback and 1:1 organisational
assessments, mapped to CQC essential
standards
Leadership development programmes
mapped to LQF for all levels and to support
career development/succession planning
Links with CQC/regulation and inspection
reaching providers, trainers,
Links with local authorities and other
commissioners, and other sectors
(integration agenda)
Part of support programme for Registered
Managers
Promoting the Framework and links to other initiatives
Ministerial launch and endorsement –
Norman Lamb and Jeremy Hunt
Partnerships with NHS Leadership
Academy, Virtual Staff College and others
Direct promotion – via Skills Academy and
supporters – to include leadership
programmes and LQF roadshows
Work with local authorities and employers
– assessment pilots and case studies
Built in to support for Registered Managers
Link to Leadership Strategy and Leadership
Development Forum
Leadership for Better Outcomes
2. Why it matters
Deborah McKenzie
Dept. of Health
[email protected]
Diana’s Story
Leadership for Better Community Outcomes –
the connection to integrated care

We know that delivery of integrated care is necessary to improve
quality of care and help reduce inequalities
better
community outcomes

We work in a complex, adaptive system so delivery of integrated
care is a “wicked problem” with no single correct approach

To help leaders deal with this challenge we need to work
collaboratively across the health and care system

Successful community leadership is enabled by the adoption of a
shared leadership approach
Leadership for Better Community
Outcomes – Who leads?
 All staff involved in commissioning or
delivering care within communities
 In the first instance this is NHS, Public
Health and Social Care staff
How does the team responsible for
delivering integrated care need to work?
To deliver this we need to.....
 Train staff in social care and NHS together
 Help to develop understanding and supportive
relationships across the system, internally and
externally
 Establish multi-professional teams to deliver
services: breaking down barriers
 Share health and social care records as
appropriate
Improved care and
improved outcomes
Current joint working
Examples of local systems breaking
down cultural barriers
 All Health and Wellbeing Boards are working on
this
 Kent HWB – has 12 Districts and 7 CCGs so is
creating 7 HWBs reporting into the County wide
HWB
 Leeds HWB already asking itself vital questions

‘What does the city need that only we can provide?’

Drug and alcohol services reviewed

Greater clarity from different perspectives

Fresh approach

Compelling purpose = meaningful outcomes
Your Leadership Academies are committed to:
• working together to align the LQFs so that we have an over-arching
set of principles
• working together on specific projects around integration of health
and social care
• working together in key cross-sector groups (e.g. System
Leadership Steering Group) to agree common approaches
• including system leadership concepts/content in our existing
programmes
• aligning existing programmes where viable and valuable
• exploring how we create a single system leadership programme
• working jointly on improving the health and wellbeing outcomes for
our communities
Discussion