As identified, your core team should have representation and skills in three different dimensions – day-to-day team leadership, clinical leadership and data collection expertise. There may also be one or more individuals on the team that represent each dimension, and one individual may fulfil more than one role.
All three components will need to be represented in order to drive change. However, we realise that your team may not have all the key components and we will help you get where you need to be. So, we’ve included Kouzes and Posner (2008) five recommended practices which will help you drive leadership within your group.
Create a shared vision
Model the way
Enable others to act
Celebrate the success
In order to create a shared vision, it is essential that the steering group understands the driver diagram, and the actions which will drive improvements. Often the people who form the improvement team do not regularly work together and may be hesitant to challenge others (who might be more senior).
However, because of the speed this plan demands, it is recommended that the improvement team spends some time with an external facilitator who will support the rapid development of advanced communication skills to optimise performance.
It is essential that each improvement team member is able to be identified as a leader through their knowledge of the programme, the articulation of its aims via the driver diagram and the enthusiasm and passion they model for the improvement process.
It is also essential that your group decides in advance on a series of meeting dates and venues to enable commitment to be agreed, and that the Terms of Reference for meeting are aligned with the outcomes anticipated.
Finally, celebration is an essential team building activity. The ability to reflect on those things that have gone well, commiserate when things are difficult, and to re-frame and re-charge the energy for next steps will keep the group energy flowing and prevent fatigue.
Reference: The Leadership Challenge. Kousez and Posner. Jossey Bass; San Francisco 2008
With thanks to NHS London