Midland Health Leaders Advanced Programme (ALP)

The Advanced Programme is for participants in positions that manage or advise other managers, and/or have potential to transition to this level of leadership within the next 12-18 months. For example, this may include more senior managers and clinical leadership positions.

The programme takes the view that leadership is different from clinical professional excellence and goes beyond doing your management responsibilities effectively. Leadership is the capacity to influence positive change.

Participation in the ALP will help you:

  • Challenge and expand your view of what effective leadership is, and what is required of leadership at your level
  • Deepen commitment to your leadership development and development plans
  • Understand the different ways you can engage your team in defining what success looks like (shared vision) and have a plan for doing so
  • Understand the five key factors that underpin high performing teams
  • Be able to coach staff ensuring the real issues are being addressed and sustainable behaviour change occurs
  • Be able to listen more effectively to others and ask the right / deeper questions.
  • Understand the key stages (and pitfalls) in leading effective change
  • Be able to assist people make the emotional transitions associated with change
  • Know your preferred communication style, identify the preferences of others, adapt your own style to better suit those you are communicating with
  • Conduct effective courageous conversations, and provide high impact feedback and encouragement.
  • Know how to enhance decision making dynamics

Facilitator for this programme is Dr Peter Blyde, Director of CATALYST4. Find out more about Peter at www.catalyst4.co.nz.

The outcomes of the Advanced Programme directly support development of competence in each of the five National Leadership Domains.* This is achieved through a range of activities that include formal workshops, self reflection, peer learning sessions, coaching, self directed learning, 360 degree feedback and feed forward planning. 

Leadership Domains and Midland Health Leaders Advanced programme, validated with Dr Peter Blyde, Catalyst4, provider.

Domain

Sub-domain

Programme content

1. Be a values leader
  • Understand own leadership style and demonstrate self-awareness
  • Develop self
  • Display trust and integrity
  • Be resilient and adaptable

Workshop one Your leadership impact
A focus on leadership.
Adding value as a leader (three strands for success, competing tensions). The leadership pipeline.
Developmental activities
Leadership values

2. Engage Others
  • Develop others
  • Motivate and empower others
  • Demonstrate care and respect
  • Communicate effectively
  • Foster a positive culture

Workshop two Engaging People with the Future
Workshop Three Developing self and others
Building effective teams
Having a shared vision (where why, how)
Development roles
Coaching conversations
Workshop Five Leading for High Performance and Engagement
Communication styles
Decision making
Conflict (heating up and cooling down)
Difficult conversations

3. Develop coalitions
  • Build constructive relationships
  • Create opportunities for thinking and working across boundaries
  • Promote and demonstrate diversity of thinking, ideas and approaches
  • Display team work and lead collaboratively
4. Leading care
  • Demonstrate an understanding of the purpose of care and the needs of those providing and receiving care
  • Connect DHBs purpose and values to unit’s work
  • Model responsibility and accountability
  • Identify & implement strategy and tactics for achieving the purpose
  • Demonstrate a commitment to the principles of Te Tiriti o Waitangi
  • Maximise the contribution of all staff to identify and remove barriers to addressing inequalities
  • Achieve results related to the provision of great care

Workshop two Engaging People with the Future
Having a shared vision (where why, how)

 

Workshop four Leading Change
Strategic choices thinking up and out
Influencing others
Leading change
Behaviour based change model

Workshop Five Leading for High Performance and Engagement
Leadership excellence (adaptation, co-ordination, outcomes)
Decision making (evidence underpinning leadership)

N.B. The programme includes a signature leadership change the participant initiated or implemented, and would address either or both of the leading care and mobilise system improvements domains

 

Workshop Six Embedding Leadership

5. Mobilise system improvement
  • Establish evidence based decisions
  • Enable a culture of continuous improvements
  • Establish the change imperative
  • Demonstrate organisational and political agility
  • Identify innovations and support their adoption
  • Nurture organisational learning – i.e. the capture and transfer of new knowledge

Missing

Courage: challenge, pressure, decisive, negotiating

Sub-domains

Demonstrate a commitment to the principles of Te Tiriti o Waitangi
Maximise the contribution of all staff to identify and remove barriers to addressing inequalities

Not content included in the advanced programme, as Treaty of Waitangi and Māori health gain accountabilities delineated for different delegation of authority levels and positions.

If you have any queries about this programme please contact the Learning and Development contact for your DHB.

*This was validated through a pilot programme of the National Leadership Domains conducted at Waikato in 2015.

Midland’s Leadership in Practice Programme (LIP)

The LIP is for participants whose position requires them to lead team/s or have potential to transition to this level of leadership within the next 12-18 months e.g. this may include Clinical Nurse Managers.

New and experienced managers will benefit from the programme which covers current theory but has an emphasis on integrating learnings into daily practice. It is the practical element that has made the programme such a success for previous attendees.
Participation in the LIP will help you to:

  • Lead yourself by identifying your leadership vision, values and role modelling them.
  • Lead others by establishing an efficient planning and performance cycle.
  • Lead others by engaging them, by seeking feedback and providing feedback on performance.
  • Lead by reducing conflict by appreciating the diversity and difference and facilitating for resolution.
  • Lead teams by building high performing teams and by developing shared vision and values.
  • Most importantly leading change in health by exemplifying change leadership.

Facilitator for this programme is Linda Hutchings. Find out more about Linda at lindahutchings.com.

Leadership Domains and Leadership in Practice, validated with Linda Hutchings, programme provider.

Domain

Sub-domain

Leadership in Practice content (noting the context is Midland DHBs, and the level of participant on the programme).

  • Be a values leader
  • Understand own leadership style and demonstrate self-awareness
  • Develop self
  • Display trust and integrity
  • Be resilient and adaptable

Workshop One: Leading Yourself
Your leadership vision
Values
Building resilience
Being accountable
N.B. Your leadership future covered in workshop six.

  • Engage Others
  • Develop others
  • Motivate and empower others
  • Demonstrate care and respect
  • Communicate effectively
  • Foster a positive culture

Workshop Two: Leading Others (part one)

Workshop Three: Leading Others (part one)

The leadership environment
The performance cycle
Shared expectations
Planning
Reviewing performance

Engage people
Seek feedback
Value people
Feedback on performance
Follow a model
Build a feedback culture

  • Develop coalitions
  • Build constructive relationships
  • Create opportunities for thinking and working across boundaries
  • Promote and demonstrate diversity of thinking, ideas and approaches
  • Display team work and lead collaboratively

Workshop Four: Leading Teams
Purpose in health
Building teams
Shared vision and values
Collaboration
Workshop One: Leading Yourself
Role modelling
Workshop Five: Leading By Reducing Conflict
Diversity and difference
The conflict spiral
Reducing enlisting
Dealing direct
Individual and team processes
Facilitating for resolution.
N.B.delivery approaches weave in:

  • Knowing about the business (purpose)
  • Practical application of TeTiriti o Waitangi.
  • Leading care
  • Demonstrate an understanding of the purpose of care and the needs of those providing and receiving care
  • Connect DHBs purpose and values to unit’s work
  • Model responsibility and accountability
  • Identify & implement strategy and tactics for achieving the purpose
  • Demonstrate a commitment to the principles of Te Tiriti o Waitangi
  • Maximise the contribution of all staff to identify and remove barriers to addressing inequalities
  • Achieve results related to the provision of great care
  • Mobilise system improvement
  • Establish evidence based decisions
  • Enable a culture of continuous improvements
  • Establish the change imperative
  • Demonstrate organisational and political agility
  • Identify innovations and support their adoption
  • Nurture organisational learning – i.e. the capture and transfer of new knowledge

Workshop Six: Leading Change in Health
Change readiness
The transition model
Creating an environment for creativity/ innovation
N.B. This workshop is about the people aspects with change. Change project methodology is a separate topic.
Workshop Six: Leading Change in Health
Growing staff, career and development conversations.

If you have any queries about this programme please contact the Learning and Development contact for your DHB.

Download - LIP Brochure February - September 2018
PDF

This page was last updated on: 20.09.2017 at 09.48