The NHS Institute for Innovation and Improvement is to be the new home for executive leadership development in
the NHS.
It will be established in July 2005. It will
be a small but effective national body,
at the heart of the NHS, which plays a key role in supporting change. It will provide
an ambitious yet practical focus for new
ideas and practices to improve services in
the NHS in England. It will work with NHS leaders, clinicians, academia and industry worldwide to identify good practice and leading edge thinking and support its rapid adoption as everyday practice in the NHS.
The Institute will focus on up to six priority programme areas each year, and draw
on four areas of specialism:
– leadership development;
– learning;
– innovation, including product and technology innovation;
– service transformation.
When the NHS Leadership Centre closes down at the end of June 2005 the graduate training schemes, ‘Gateway to Leadership’, ‘Breaking Through’, the leadership qualities framework (LQF) and the board level development resources (BLDR) will transfer over to the NHS Institute for Innovation and Improvement. Moving BLDR to the new organisation gives us an opportunity to review and refresh our portfolio, ensure
that it remains relevant and challenging,
and ensure that as a product it provides a useful vehicle for the emerging knowledge generated across all Institute activities.
The portfolio has been updated, with the input of senior leaders across the NHS and
we are continuing to refresh the programmes over the next six months. All the information on our current portfolio is online at
NHS Institute and includes:
Coaching
Previous research commissioned by the NHS Leadership Centre suggests that coaching
is the single most effective development intervention accessed by senior leaders. Time spent in a focused way attending to issues current to you, with a coach who can provide challenge, intensive investment in discussions about your current strengths and behaviours or on particular business issues, can be of enormous benefit. We provide access for
all executive leaders to a quality assured coaching register, with competitively priced coaches. We also fund up to four sessions
as a starter for all newly-appointed chief executives, and from June this year for all newly-appointed directors.
Skills and personal development
We provide a wide range of short skills programmes, which have proven to be extremely well received, all from high
quality accredited providers with a good reputation in their field and extensive experience of working with senior health leaders. The full list is available online
but includes: ‘Influencing with integrity’, ‘Impact and influence’, ‘Westminster and Whitehall’, on understanding the policy process, ‘Balancing risk and innovation’, ‘Personal impact workshop’, ‘Managing conflict’ and ‘Speaking to persuade’.
We also provide a range of modular programmes for more intensive development that focus either on the hard strategic
and business skills required in your roles,
or on the personal and behavioural aspects of working in the NHS, or on a combination
of the two. Evidence increasingly points to the most successful leaders being those
who have the greatest self-awareness, and are able to maximise their strengths and manage or work around their weaknesses. (Lombardo & Eichinger 2002; Goleman 1998; Boyatzis 1982). Our development interventions offer you the opportunity
to do that. Modular programmes include
those aimed at developing expertise in your current role including ‘Drive for results’, ‘Experienced chief executives’ and ‘Future focused leadership’ as well as those aimed
at preparing you for your new or next
role including ‘First directorship’, ‘Newly appointed chief executive induction event’, ‘Realise your potential’, and Directors development workshops.
Some of the programmes above are for
single participants, others invite you to attend with one or more members of your team.
We also provide team coaching and whole team interventions and try as far as possible to meet individual needs where existing programmes are not appropriate.