Today, 6th February 2013, Robert Francis QC has published his report into the failings at
Mid-Staffordshire NHS Foundation Trust. He is calling
for a “fundamental change” in the
culture of leadership, which he has found to have failed the patients of the hospital.
It appears that the leadership chose to
focus on internal “command and control” as they pushed ever harder at reaching the targets. There is nothing wrong
with targets per se; however, the style in which they drove towards them regardless of the quality of care
offered to patients has left an appalling trail of misery in its wake. There is nothing wrong with
targets, but a new style of leadership must emerge within the NHS if we are to avoid such wide-scale
institutional abuse in the future.
We argue that what is needed there and elsewhere in the public sector is a new style of leadership.
Influential Leadership
This approach is a relationship-centred way of getting results with maximum buy-in. Influential Leadership...
- Is ethically orientated, seeking to influence staff to willingly do what is required.
- Empowers staff to make the right decisions and expect to be supported.
- Is focused upon quality of service as well as organisational development.
- Focuses on clearly defined influencing goals which combine people as well as hard measures.
- Creates an environment where maximum buy-in from diverse stakeholders is the norm.
- Builds complex relationships now, sustainable for tomorrow.
- Delivers the strategic goals of the organisation.
Had the leadership at Mid-Staffordshire adopted this approach, they would have been unlikely to have had
such a rough ride with Robert Francis, and the people of Stafford would not have been let down.
We'd love to hear what you think about this. Please email us or visit us on
Google+.
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Posted on 06-Feb-2013 by Colin Gautrey |
