The following is a summary of some of the discussions and tools that were shared at the LEADS Day. Some of the tools are available only to the LEADS Community for Practice clients. We hope that this will generate discussion and foster connections. Please feel free to pose questions in the discussion forum area or share your tools and thoughts.
If you are not a part of the LEADS Community for Practice, please contact us to find out how you can join.
Mastermind Groups: Bringing LEADS to life
In small groups, participants gathered around seven different topics. The purpose of these informal, interactive sessions was for participants to share thoughts, ideas and learnings as the lead for each discussion brought forward an idea, tool, topic or question. What follows is the sharing of these tools and a very brief summary of what was shared in the larger group. These do not capture the richness of the small group discussions, but provide a glimpse into the what was important for those in the room. Links to tools are provided where available.
The seven topics discussed were:
- Integrating LEADS into People Management Strategies
- Leveraging the Power of LEADS in the Public Sector
- Building the Business Case for Leadership Development
- Building Leadership Capacity Together
- Supporting LEADS Development in Practice
- Bringing LEADS to Healthcare Boards
- New to LEADS – where do I start?
Click here for mastermind summaries and tools.
LEADS Research - Exploring the uptake of LEADS
Shauna Fenwick , Co-sponsor, LEADS Impact Study, Fenwick Leadership Explorations
Shauna Fenwick shared the preliminary findings of the exploratory case study on the experience of five health organizations that were ‘early adopters’ of LEADS. The study set out to systematically document the answers to five strategic research questions:
- Why are you using the LEADS framework?
- How are you using the LEADS framework?
- What is helping or hindering the use of the LEADS framework?
- What difference is your use of the LEADS framework making?
- How do you know that your use of the LEADS framework is making a difference?
Results are provided at the individual and organizational level and will be on interest to those who are adopting the LEADS framework in their organization.
Below you will find the summary of preliminary findings as well as the Shauna’s presentation. The full report will be available in the fall of 2016.
Summary of preliminary findings report
How to Build A Learning Organization
Ellen Melis and Kathleen Paterson
Ellen and Kathleen shared a tool that assesses three components of building a learning organization. The tool identified how each of the building blocks relate to the capabilities of the LEADS framework. Participants worked on re-wording the questions so that they would be appropriate for health environments.
Building on the feedback received, Ellen and Kathleen are working to amend the tool and link it to the LEADS capabilities that will best support the building of learning organizations. They hope to build a tool that will allow organizations to be deliberate about designing structures and strategies to support learning and will assist organizations is sustaining and amplifying their leadership development investments.
The tool will be available in early fall.
The presenters provided an update on the twelve-partner Pan-Canadian and International Project on Return on Investment in Leadership Development in Healthcare. The project aims to develop a simple, reliable, cost-effective and valid ROI tool that organizations can use to assess their leadership development efforts. They presented preliminary findings of the scoping review – work that was carried out by the George and Fay Yee Centre for Healthcare Innovation in Manitoba. The results of the review can be found here.
The ROI of Leadership Development
Kelly Grimes and Graham Dickson
Participants were asked to provide comments on the project itself and were asked what advice they would provide to ensure that what we produce can be used to assess the impact of leadership and leadership development.
Participants shared the following:
- Don’t do ROI! Leadership development is too complex to be summarized by an ROI measure and felt that this was going backwards in research development
- Does the ROI include patient outcomes and answer the question: is the patient better?
- Pay attention to leading vs. lagging indicators
- Changes that are happening in healthcare and the context makes it hard to measure across regions and organizations. Many factors play a role that will present limitations that one cannot control.
- ROI should refer to “return on improvements”
- Measure how leadership behaviours change (transformational leadership)
- Measure the health of organizations
- Measure health system transformation
- Ensure that the tool is flexible and customized to address different sectors
- Would it be possible to identify one metric for LEADS users that everyone agrees on?
The proposal for the ROI study can be found here.
The ROI preliminary results can be found here.