Aged Care Leadership Development Project

Transcription

1 Aged Care Leadership Development Project No job is more vital to our society than that of the manager. It is the manager who determines whether our institutions serve us well or whether they squander our talents and resources. Henry Mintzberg, The Manager's Job: Folklore and Fact, Harvard Business Review (July - August 1975, p. 61)

2 Aged Care Leadership Project 2014 Leadership Capability Framework March 2014 Leadership Development Companion Guide August 2014 Leadership (self and 360) Review Tools, endorsed tools mapped to capability framework - Available now! Leadership Development Centre (online Portal) - Nov 2014 Industry Champions to assist with Promotion and Education now onwards To keep up to date, sign up to the portal. Watch for Communications from the partners; LASA, ACSA and the Skills Council

3 Strategic vision To revolutionise the way leaders are developed and supported, by: Raising the profile of leaders and leadership in Aged Care Lifting the confidence, capacity, and adaptability of leaders across the sector Informing and guiding planning and decision-making concerning investment in leadership development Making a tangible and positive contribution to the recognition of the professionalism and value of the sector as a whole

4 Aged Care Leadership Development Context Aged Care in a state of flux and change Growing cohort of older people requiring care Changing funding models and consumer expectations Sustainable business practice and sophistication Use of technology Associated focus on leadership and management Guiding LASA and other educational institutions to produce targeted programs and resources Helping providers to target their growth and development spend

5 Capable leadership is vital for meeting the challenges faced by aged care provider organisations and for the continued sustainability of the industry.

6 Aged Care Leadership Development Project Overview Outcomes Our strategy for the future

7 Aged Care Leadership Development Project Establish Engage, Consult & Research Design & Develop Implement Sponsors Conference Workshops Leadership Development Portal resources engaged Project National Focus Groups Strategy Leadership Educational workshops Advisory Committee Consultant appointed Project planning Site visits In-depth interviews Input to HWA LEADS Interviews Capability Framework Leadership Companion Guide Capability Review tools Webinars Industry champions Community of practice: sharing, learning, growing Research Online portal

8 Leadership and Management management common accountability performance delegation supervision planning finance monitoring evaluation team building systems thinking integrity communication self management relationship management people development collaboration role modelling decision making negotiation flexibility leadership influence inspiration resilience direction transformation strategic thinking advocacy creativity motivation innovation trust

9 Leadership levels Leadership capabilities Managerial capabilities Level 3: Front line, operational focus, leading one team Level 2: Whole service focus, across teams and/or functional area Level 1: Multiple service focus, across an organisation and wider communities

10 Leadership and Management Instead of distinguishing leaders from managers we should encourage all managers to be leaders. And we should define leadership as management done well. Henry Mintzberg. (1994). Rounding out the managers job. MIT Sloan Management Review, Vol 36, no 1.

11 The Leadership Culture Connection Leadership Culture Performance

12 Aged Care Leadership Development Strategy Diagnosis and planning Leadership development activities Assessment Leadership capability diagnostic Self Review 360 o Review Debrief and development planning Leadership resources Toolbox Guides Diagnostics Calculators Checklists Publications Networks Discussion groups Standards Other programs Level 3 Program Level 2 Program Level 1 Program Coaching Orientation workshop Coaching Orientation workshop Round tables Peer networks Round tables Peer networks On call Coaching support Orientation workshop Workshop/ E-learning Quarterly Workshop Quarterly Workshop Workshop/ E-learning Workshop/ E-learning Workshop/ E-learning Quarterly Workshop Quarterly Workshop Workshop/ E-learning Mentoring Mentoring Workshop/ E-learning Quarterly Workshop Quarterly Workshop Workshop/ E-learning Leadership capability assessment Self Assessment 360 o Assessment Aged Care Leadership Development Centre Leadership capabilities Support and coordination of coaching Support and coordination of mentoring Assessment support and capabilities maintenance Leadership capabilities

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14 Describes the knowledge, skills and abilities that underpin such leadership and that are commonly required by leaders across Aged Care. Is behaviourally-based and the capabilities are appropriate to three broad leadership levels from front-line to CEO. Identifies the common and transferable aspects of Aged Care leadership and has many benefits for agencies, provider organisations and leaders themselves.

15 How Industry Champions are using the framework Strategic planning Risk management Developing mentoring programs (business and people) mentoring guides Form networks with other providers Inform training programs in consultation with training providers Setting up chat rooms

16 How Industry Champions are using the framework Focus on specific capabilities to build organisation culture Mapping the framework against current development activities within the organisation Customising the framework. Making it work for my organisation Formal communities of learning for young leaders

17 Where to from here? A Memorandum of Understanding between the partners Continue to raise the profile and awareness of the leadership framework and associated resources Share the implementation strategies amongst aged care providers via the champions network, other communications conferences and seminars Create a communities of practice through the portal