The Effective Teamworking and Leadership Programme

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The Effective Teamworking and Leadership
Programme

• A Briefing

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Observations underpinning the development of ETL

• Leadership initiatives sometime fail to focus
  strongly enough on service improvement
• Service improvement initiatives often fail to
  take enough account of the involvement of senior
  managers.
• Hence the need to integrate the two at local
  level
• Leadership is bound by context, shaped by the
  task in hand and dispersed
• The vast majority of care is delivered by teams
  and this is where service improvement and
  effective leadership needs to be enacted.

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Observations underpinning the development of ETL

• You cannot assume that the ways teams are
  currently configured are real teams
• In trying to engage clinicians in change in makes
  sense to use evidence-based models of change that
  they are familiar with from their clinical work.
• We often neglect the mental health of staff in
  trying to achieve sustainable improvement.

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The thinking

• Leadership as something that creates the
  conditions in which individuals can be as
  effective as possible
• effective teamworking.

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The Thinking

• Leadership is not just the task of a particular
  individual or discipline.
• Effective multidisciplinary teamworking is the
  platform for evidence-based interventions.
• A focus on outcomes for users and staff.
• A focus on you and the resources you bring

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Aims of the programme

• To improve multidisciplinary team working and
  leadership within and across local teams.
• Through applying recent research findings on
  leadership and teamworking, and working on real
  issues of concern to you and the people that use
  your services.

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Objectives

• To increase your confidence and effectiveness as
  a leader, manager and/or team member.
• To increase your ability to develop solutions to
  complex problems.
• To support you in achieving meaningful change.

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The essence

• Bringing teams together in sets- small groups
  where learning is achieved through action.
• Helping you hone your peer coaching skills so you
  can better support colleagues through
  action-learning sets.
• Introducing new learning on leading-edge research
  on leadership and teamworking.

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The effective teamworking and leadership programme

• 7 day action learning based programme
• For 21 people dependent on each other to achieve
  positive outcomes for a defined group of users
  (including the users and their supports).
• Includes whole group work on improving team
  effectiveness.
• Funded by Leadership Centre and rolled out by
  CSIP Development Centres

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Key features

• Working across boundaries
• Leadership linked to improvement and the task in
  hand
• An emphasis on clarifying shared objectives and
  values
• Developing a shared experience of the users
  perspective
• Using tried-and-tested models for improvement
  those based on clinical know-how- e.g. solutions
  focus, motivational interviewing

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Does it work?

• Team Climate improvements in communication,
  support for innovation, clarity of objectives,
  focus on quality
• Teams start below, mainly end above, means from
  comparison sample of 113 CMHTs

From Rees and Shapiro, 2005
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Does it work?

• Leadership style slight pre-post improvement,
  not statistically significant
• Job satisfaction slight improvement pre-post
• Maslach Burnout Inventory little change pre-post

From Rees and Shapiro, 2005
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Reported Benefits
More openness and cohesion Clearer view of
objectives. More insight into interpersonal
interactions I really do believe the team has
benefited. It has made us all aware of issues we
avoid, i.e. conflict, and building in
innovation More openness in discussion. Better
understanding of each other. Development of
realisable objectives Enabled the team to deal
with uproar in a positive way. Brought team
closer together. A peer group now started.
Office environment a little better
From Rees and Shapiro, 2005
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Reported Benefits
A high proportion of the membership work together
and techniques from the course have been evident
in the work place throughout. These include
process mapping, problem solving de Bonos
hats, understanding complexity etc. In the main,
some of the topics were pertinent to the
development of the new team and enhanced
cohesion. Much of the management exercises have
been noted and used within our team, mapping,
systems etc. Improved leadership with clearer
identified goals A more informed leader
From Rees and Shapiro, 2005
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Does it work? To quote

• Overwhelmingly, participants response to the
  day-by-day experience of their development
  programmes was positive. Throughout the course
  their comments indicated that they valued the
  opportunity to interact with other team members
  away from the work environment, enjoyed both
  networking and the chance to meet new people, and
  find out more about them. participants selected
  action learning sets as being particularly
  useful. They found these covered real issues and
  problems, had connections with their practice,
  and enabled them to come away with definite
  action plans (Rees and Shapiro, 2005).