The document discusses leadership for quality in NHSScotland. It introduces the Scottish Clinical Leadership Network which aims to engage and support clinical leaders to deliver sustainable quality. The network will connect clinicians, foster innovation, and help translate quality ambitions into meaningful actions. It will provide leadership development, peer support, and engagement opportunities to build national clinical leadership capability for quality improvement.

1. LEADING FOR QUALITY

2. Leading for Quality
New world leadership …

3. Delivering Quality Though Leadership
• Implementing leadership policy
for NHSScotland
• Improve leadership capacity
and capability
• Based within NHS Education
• Work closely with all Health
Boards and public sector
agencies

4. Model for Leadership Development in
NHSScotland
The broad change context within
which leaders in NHSScotland
operate sets the scene for
leadership development.
The challenges of the leadership
role (at all levels) comprise:
Service objectives, i.e., what
leaders are required to do – as
set out in local Performance
Management (PM) processes.
Personal
Role-specific knowledge and
qualities skills, i.e., what leaders need to
(“being”) know to do their role – as set out
in the Knowledge & Skills
Framework (KSF) or Personal
Development Plans for senior
managers.
The leadership qualities and
behaviours that are required to
deliver the challenges facing
leaders in NHSScotland, with
personal qualities at the heart.

5. We are moving from…..to
OLD WORLD NEW WORLD
• Low complexity slow change • High complexity and fast
• Learning has a long shelf life change
• Learning has a short shelf
• The senior ones are the most life
knowledgeable • Knowledge is scattered
• Somewhere ‘someone’ knows • No individual can pretend to
• Doing more of the same is the ‘know’
rule • Innovation is the rule
I LEAD
• I MANAGE • I am / we are part of a
• My team reports to me virtual network
• I have a hierarchical role • Influencing is the way
forward
• I understand what is happening • I manage projects
• I have fixed objectives • I cope with ambiguity
• I manage by fixing things myself • I lead teams to fix things
• I manage from knowledge and • I lead without knowledge
experience and experience

6. Leading Quality Reference Group
• Built on the strong foundations
• Provide linkages between a range of existing clinical &
non-clinical networks and communities
• Inclusive approach
• Enable a wider alliance of leaders for Quality
• Draw from all partner organisations
• Work collaboratively to achieve our Quality Ambitions &
realise the 20:20 vision

7. Leading for Quality
“Successful leadership of healthcare improvement
combines three sets of skills: service specific knowledge,
improvement know-how and change management skills”
Advancing Quality Alliance submission to
The Kings Fund: leadership and engagement for
Improvement in the NHS. Together we can (2012)

8. Leading for Quality Network
• Maximise synergies across networks
• Identify common objectives and goals
• Lessen duplication and fragmentation
• Support connectivity of QI and leadership alumni
• Support QI and leadership capability to make
changes and realise the 20:20 vision.

9. Leading for Quality
If you want the people
you lead to perform at
their peak performance
you must induce them
to follow you because
they want to rather than
because they have to
(Deering et al, 2005)

10. LEADING FOR QUALITY

11. VISION
Leadership
Quality Improvement
Governance
Engagement
To engage and support clinical leaders throughout
NHSScotland to deliver sustainable quality

12. Purpose of the Network
• Provide support & additional development for Clinical
Leaders from different professions, enabling them to grow
into new and unfamiliar roles and situations
• Connect clinicians and provide ‘space’ to foster innovation,
creativity and increase the spread and adoption of change
and improvement
• Help clinicians translate our Quality Ambitions into coherent
and compelling messages, meaningful actions and
motivating behaviours as they work to improve outcomes
• Work collaboratively to support those within the NHS,
local and national government, and Voluntary Sector to
use leadership synergy in order to design, deliver and
sustain high quality services and support

13. Scottish Clinical Leadership Network
What is its Purpose? Who is it for?
To engage and support Clinical Leaders throughout The Network is inclusive not exclusive to engage
NHS Scotland to deliver sustainable quality connect clinicians and clinical communities at both local
and national levels.
Benefits of Network • Area Clinical Forum and other
professional leaders
• A broad base of well-informed • Alumni from wide range of
Clinical Leaders who leadership programmes
understand National and • Salaried and contracted GP's
Local policy and priorities
• Heads of Clinical Services
• A quick and effective • Improvement Leaders
way to identify,
• Clinical Directors
connect and engage
clinical leaders • SGHD Clinical Leaders
• MCN Leads
Personal
qualities
(“being”) Advice and support
Signposting Access to database and
communication tools
Shared learning
Peer support Dedicated website through
the ‘knowledge network’
Personal and professional
leadership development Communities of practice
Online Resources
Mentoring & Action Learning
National and Local clinical leadership opportunities
capability for quality improvement Tests of Change: “Leading for Outcomes”
National clinical leadership capability to Events & Master classes designed to: develop skills,
support policy implementation influence policy and share best practice
What can it support? What can members expect?

14. Scottish Clinical Leadership Network
• Establish the Leading Quality Reference Group
• Identify and develop proposals to link Leadership and
Quality Improvement Networks
• Network Leaders programme, The Health Foundation
• Developing a dairy of local engagement events – linking
with Area Clinical Forum Chairs

15. Scottish Clinical Leadership Network
• Master Class: Leading Quality through Integration
• Test of Change – “Leading for Outcomes”
• Further tests of change planned
• Support the development of local QI and Leadership
faculties / directory
• Web based support: www.knowledge.scot.nhs.uk/SCLN

16. Scottish Clinical Leadership Network
Leadership & Quality Improvement

17. Leadership & Quality Improvement
Spectrum
Adaptive Leadership:
Readiness to lead Quality
Readiness to Lead
Improvement work
complex change
Join us at www.knowledge.scot.nhs.uk/SCLN

18. Leading for Quality
Discussion
• How can we link locally?
• What can the SCLN offer you?
• What can you contribute to the
SCLN?

19. Leading for Quality

20. Leading for Quality
Table top themes
• Quality Improvement / Safer Patient Fellow Network
• Dialogue Practice
• Delivering for the Future
• Generation Q: Putting Quality in context:
• Adaptive Leadership
• Scottish Clinical Leadership Network: Leading for Quality
Test of Change

21. Leading for Quality
Becoming a leader is synonymous with
becoming yourself. Everything a leader does
reflects who he or she is
Bennis (2003)