Leadership and Management Programmes

Essential: Complete the Self-leadership eLearning module and do the self-assessment at the end.

You will be asked to complete all six eLearning modules during the programme.  Please keep hold of your self-assessments and reflect on each module as you complete them.  At the Consolidation Day we will take some time to reflect on all of these modules.

Essential: Access the Teams channel and Notebook to say hello on the Welcome tab.  This lets us know that you can access the channel and the Notebook.  If you have any issues please get in touch as soon as possible to give us time to help you resolve them and enable you to fully complete your pre-work before module 1.  Sometimes your organisation may have blocked things so we may need your IT person or department to help & occasionally we will need to work out other ways to do things so that you don’t miss out.

Essential: Complete the ‘What Matters to Me?’ template in the Module 1 folder in the Teams channel.  When we ask you to introduce yourself to the group at the first module we will ask you to share your name, your role and a non-work thing you enjoy. Please make sure that you download and save an individual copy of this.

Optional: Watch this video (5:33) that gives a brief outline of a model called the Ladder of Inference. http://ed.ted.com/lessons/rethinking-thinking-trevor-maber. As you watch the video think about similar situations that you have found yourself in (these may be in or out of work).  We will watch this together in the session, but you may wish to see it in advance.

Essential: Read Marquet D.L. (2012) Turn the Ship Around and add a comment into the Notebook

The book will be sent to programme participants who requested it in their application. It is more important to have thought deeply about something you have taken from the book & have something to share about it, than to have read the whole book quickly & not taken any of it in – it’s a book club, not an exam!  Add something to the Notebook in the Teams channel that you would like to share about the book. This could be something you have learned, something that made you think, a reflection on how something in the book applies to your practice, or a question or query you would like to put to the group.

Essential: Find your organisation’s most recent documentation around Equality, diversity and inclusion.  Review the document(s) and consider the questions below.

Most organisations have formal documents that set out their approach to equality, diversity and inclusion, with public authorities in Scotland required to set equality outcomes they will deliver and report on. Find your organisation’s most recent documentation around Equality, diversity and inclusion.  Review the document(s) and consider the following:

• How easy was it to find this document?
• Is it up to date?
• What messages does it send?
• What are your organisation’s priorities?  How clear are they from this document?
• How aligned are the equality priorities to other strategic priorities?
• What do they mean for your practice?  Are there any priorities where you can exercise leadership?  What would this involve?

Essential: Watch Understanding unconscious bias (2:59)

Optional: Watch  "Worlds Apart" - an experiment (4:25).  This is an advert for alcohol so we appreciate that not everyone will be comfortable watching it (in recognition of religious observance or issues with alcohol).  We would like you to focus on the main message in the advert and the short mention of beer at the end could be replaced by thinking about the same question about a different activity (e.g. sharing a tea break, taking a walk together).

Optional: Read and Listen to - 'A long way to go': ethnic minority NHS staff share their stories

Optional: Explore Leading to Change Equalities pages - What other articles, videos, podcasts or other resources have you seen that really helped you think about bias?  Please share them with the group.

Self-leadership

Reflecting on, understanding and developing yourself as a person and as a leader:

• Demonstrate willingness to change ideas or perceptions based on new information or contrary evidence
• Demonstrate critical self-reflection and judgement
• Reflect on situations that arouse strong emotions and/or personal bias or preference in self, and whether own behaviours in these situations are appropriate
• Apply strategies from a range of models in communications about varied matters, in a range of situations

Collaboration and influencing

Leading and working together for better outcomes:

• Choose communication strategies that make own and others' assumptions visible
• Observe personal impact in interactions with others and adapt behaviour appropriately
• Reflect on the extent of transparency and fairness in own work practices

Vision

Seeing what is possible for people who use services, carers and communities now and in the future:

• Apply/demonstrate the values of the organisation in all work activities
• Treat people with respect
• Seek to understand and respond to people's individual needs

Motivating and inspiring

Leading by example and supporting others to be the best they can be:

• Identify opportunities for own development and career management

Peter Anderton (2016) Great leadership comes down to only two rules. TEDx (17:28)

Leading to Change Equalities hub (website)

Equality & Diversity Zone at Turas Learn

Identifying Bias: Implicit Association Tests (IATs) - includes information on the tests and guidance on reflection on the results.

Unconscious bias toolkit Download (59 KB)

Scotland’s Population Health Framework

Health & Social Care Service Renewal Framework