Leadership for All Continuing organisational development through periods of change

1
Leadership for All?Continuing organisational
development through periods of change

• Karen Dumain and Martin Howard
• Bristol PCT

2
The History

• Two Bristol PCTs Bristol North and Bristol SW
  formed from PCGs
• Same building, different organisations, different
  cultures
• Approx 600 staff in each
• Both had own leadership programmes and OD agendas

3
Leadership for All Bristol North PCT

• It was for everyone (300 staff completed)
• Pre work 2 days learning sets
• Content was me and leadership, including
  personal motivation, self assessment against LQF,
  self confidence, self control, goal setting
• Action learning sets started in and then
  continued after the programme

4
Bristol SW In house Leadership Programme

• Aimed at potential leaders for the future Band
  7s.
• Ran once only 15 Managers went through
• 6 modules over six months
• Traditional programme theory / practise
  leadership models based on LQF

5
Similarities

• Both based on bespoke Leadership Qualities
  Framework
• Aim was to be rolling programmes
• Complemented and supported other formal
  leadership development programmes
• Growing your own
• Aimed to embed culture and values
• Supported by teaching pct funds

6
Differences

• Leadership for All
• Designed with external company
• Active and long term involvement and ownership of
  CX and Nursing Director
• Targetted all staff maximising potential of all
• Tranche of internal facilitators trained by Hay
  Group
• Sponsored by Leadership and OD Group chaired by
  CX
• Investment in design, set up and launch and
  implementation

• Inhouse Leadership Programme
• Internally designed
• Director ownership straddled across two
  Directorates
• Targeted at small group of Managers - future
  leaders
• Training Manager oversaw, with external
  facilitators
• Small working group led by HR Director
• Minimal investment

7
Evaluations / Outcomes

• What difference have both programmes made?
• Reorganisation / change culture meant that
  evaluation wasnt as thorough as it should have
  been
• Evidence was anecdotal Bristol North can do
  culture in teams was evident, common language
  used
• Bristol SW some evidence of service improvement

8
Lessons Learnt

• Leadership and Management strategy threads need
  to be kept and adapted for new organisation.
  Links to competency framework
• Recognition of loss of knowledge and skills
  within changing structures who owns threads?
• Structured information / records kept

9

• Needs to be high visibility of OD with the
  change in CX and structure, ownership of OD and
  leadership continues to be unclear.
• Needs to be dedicated resources given in time,
  money and priority
• Evaluation / outcomes need to be clearly set at
  beginning and prioritised
• Needs to be evolving and dynamic process