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The King's Fund

Building Collaborative Leadership Across Health and Care Organisations

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Description

In many parts of the United Kingdom, NHS providers, commissioners, local authorities and third sector organisations are working, at a time of intense financial pressure, to re-design local health and care services. In some areas, new system-wide partnerships have been set up to develop and implement local sustainability and transformation plans (STPs), in others the focus is on developing a new care model (vanguard) for a defined population, and in a few areas loose alliances are being formed between local providers to create an accountable care organisation or accountable care system. In all these scenarios, senior clinical and managerial leaders need to consider how they shift from operating in a formally competitive system to a more collaborative one.

This is no easy task: reconfiguring and transforming the way health and care services are delivered, especially in an environment where responsibility still lies with individual organisations rather than local system leadership groups, is challenging. Leaders will need to adopt a more collaborative leadership style if these new ways of working are to succeed.

How will you benefit from this programme?

Participants will:

  • gain knowledge of models and conceptual frameworks that support a more collaborative style of leadership
  • have the opportunity to identify at an individual level how they will make a tangible difference as a collaborative leader in their local health and social care system
  • develop strategies to help them overcome local challenges that may be hindering a more collaborative operating model
  • gain a better understanding of different organisational perspectives
  • have the opportunity to participate in a national network with other NHS and social care leaders.

What will you do on this programme?

The programme will provide experienced leaders with protected space to develop the skills and behaviours associated with a more collaborative style of leadership. It will also explore the style, culture and behaviour that participants are setting within their organisation – as staff at all levels will need to work more collaboratively across organisational boundaries if new health and care models are to succeed.

The programme will run over nine months and comprise:

  • four modules – one two-day module (module one) and three one-and-a-half-day modules (modules two, three and four).
  • telephone conversations between the programme participants and programme director, which will be held four to six weeks before the programme starts to identify personal goals and ambitions. This information will be used to design the content of the modules.
  • There will be a maximum of 16 participants.

Programme structure

Module one: Defining you and the system

  • Explore the different organisational interests and perspectives in your system
  • Define the leadership challenges
  • Identify key collaborative leadership behaviours

Module two: Building trust and sharing power

  • Developing a collaborative leadership mindset
  • Enhancing your dialogue skills
  • Working with ‘soft’ power
  • Network theory and application

Module three: Creating conditions for greater collaboration

  • Understanding the neuroscience behind our behaviour
  • Holding generative conversations
  • Developing a shared purpose and commitment

Module four: Building and developing collective impact

  • Building and developing collective responsibility
  • Architects of complex decisions
  • Designing your own model of collaborative leadership

Who should attend

This programme is for chief executives of NHS providers, chairs and chief operating officers of clinical commissioning groups, and experienced senior directors involved in planning and securing transformational change locally. This is an essential programme if you are a chief executive or senior director who really wants to maximise the opportunities created by the development of a new care model, accountable care system or local STP.

Experts

Nicola has worked in and with the NHS for more than 25 years first as a clinician, then as a researcher and more recently as an organisational development (OD) specialist.  She has also worked in the strategy unit at the Department of Health and held various non-executive and trustee positions in...
Stephanie is a highly experienced facilitator and coach who has worked exclusively over the past 20 years in the development of senior executives at a one-to-one and group level. She has director-level experience and insight and knowledge of various industry sectors, in particular the financial...
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