Thinking OT

Thoughts from Harrison Training and the occupational therapy world

Posts Tagged ‘budget

The Emergency Budget and the Need For Effective Leadership

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The press are becoming increasingly frenzied as they build up to the new coalition government’s emergency budget next week.

The news is  – cuts, deeper than ever, no-one gets out alive and the like.

There can be no doubt that the health service will be challenged, along with everyone else.  Resources will become increasingly stretched.  These are going to be testing times.  The question is; how are we, and our teams going to respond?

Many will be feeling despair and fear.  For many of us the spectre of work cuts might be very real.

The climate is ripe for self destructive behaviour.

People clamour to make themselves indispensible so that if the axe falls it will not fall upon them.  This in turn can lead to an individualistic approach which is ill suited to healthcare provision.  Organisations experience politicisation of teams, where individuals look to recruit alliances, mutual support and canvass for themselves and their chosen candidates.

Gossip, rumour and finger pointing can increase just as morale decreases.

And yet this is a time that calls for leadership on both an individual and a team level.

How will we discipline ourselves so that we do not fall into the above patterns of behaviour?

Will we get support?  Consider personal coaching or, at the very least, reading some books that might help – Stephen Covey’s 7 habits of Highly Effective People is a world leader.  If some of the contents seem cheesy and clichéd then that is only because it is the leading book in its field.  It is only cheesy in the same way that Romeo and Juliet is.

How we govern ourselves, in a responsible and principled fashion, will enable us to remain focussed upon our roles and goals as we travel through the turbulence ahead.

The qualities and skills we develop as individual position quite naturally to be considered for future leadership roles.  What is more, leadership is not only a question of appointment or job title.  It is a question of character, skills, restraint and behaviours.  Many of those can be learnt.

If you can keep your head and hopes, keep your dreams and orientation true, then you will keep heading in the right direction, come what may.  Hopefully you will take others with you, both colleagues and those we are providing services to.

If we can help with leadership, conflict or team communications training then please do get in touch with us at Harrison Training or speak to us at the conference next week.

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NHS Cuts, Budgets and That Thing Called Leadership

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Leadership needs to be inside out, not back to front.

With the imminent election, and even more imminent budget, the future funding of the NHS, and possible NHS spending cuts is a real hot topic.

In my previous post I highlighted the NHS Confederation’s report on Rising to the Challenge.

I have just been recapping their fascinating series on leadership from Spring 2009.

The fact that there are going to be massive cuts and the need for efficiency drives within the NHS is a given.  It is going to be unavoidable, as it will be in any other public sector.  What is not clear is how the system, and the individuals within it, will respond to those changes.

It is a time for leadership to come to the fore on a corporate and individual basis.

Leadership needs to be inside out, not back to front.

What is back to front leadership?

Back to front leadership is reactionary knee jerkism.  Back to front leadership only looks ahead at what is to come and reacts to it.

It is like reading the last page of a novel and guessing what might happen in the other 250 pages for yourself to fit with the conclusion you have just seen.

It is reactionary and often misguided.  The steps that are taken might match the predicted outcome (reduced costs) but may make no sense along the way.

Inside out leadership is different.

It still sees what the big picture is – there is no self deception or self comforting delusion here.  However it then works from the inside outwards to ensure that the necessary re-organisation fits the outcome and is consistent and coherent throughout the organisation.

This is much more challenging.  It requires the ability of managers and leaders (very different roles by the way) to be able to communicate, reassure, be honest and yet still move the team forward.  It takes courage to make those unattractive decisions.  There is no room here for procrastination or avoiding tough decisions and the subsequent conflict that will arise.

These leadership traits are not simply required in those we follow or look to for guidance and decision-making.  We can all develop leadership qualities ourselves and, as we do so, then we strengthen our own positions within our teams, employment but also within our personal lives and decision making.

Personal leadership also needs to be inside out, not back to front.

As we challenge ourselves to face up to several years of turmoil within the NHS , we have a choice.

We can read the writing on the wall and despair.  Maybe some will just give up, or others will keep a low profile hoping not to be noticed in any cutbacks.  That is the back to front approach.

The inside out approach to self leadership will be to look at ourselves.

What is it that we do really well?

Where can we improve?

What value and importance do we offer to our clients?

What value and importance do we derive for ourselves from what we do?

What is it that really fires us up?

Where do you want to be in say 3 to 5 years time, rather than where do you think the system will leave you in 5 years time?

These are all internal questions but they will have a profound impact and shape your external presentation.

If you are sure of why you do what you do, and if you have a vision for your career which is rooted to your values then you will be seen as someone to be kept hold of, and even promoted as and when opportunities continue to arise.

People will see you as bold, courageous.  You will be called inspirational.  People will turn to you for your opinion and guidance.

You become sought after and increasingly central to your team or organisation.

You will not avoid the tough times ahead but will be better positioned to roll with them, take the blows and carry on forward instead of falling into despair.  This resilience will, again, position you as a natural leader within your organisation as a result of developing your internal self leadership characteristics.

Here at Harrison Training we are continuing to expand our leadership skills training program for occupational therapists and other health care workers at all levels of seniority.  Let us know if this is something that you would like to bring into your organisation, or access personally, to help you and your people rise to the challenges that are to come.