In your senior leadership role, your focus will be about achieving great outcomes for patients, staff and clients.
Below and to the left are some resources, tips and signposting around improvement science, continuous improvement and using data that you might want to use to frame your approach to obtain and maintain great outcomes.
This theme supports development in the ‘Outcomes’ domain of the provider Chair competency framework.
- Avoid echo chambers – find somebody who will give you constructive feedback and advice to help you enrich what you are doing and so your actions are relate to a wider audience.
- Don’t rely on one person for advice or guidance – build your networks early on, so you can draw on a variety of experience and knowledge from subject matter experts to help you solve your problem. You may find this book chapter useful ‘The Loneliness Challenge – How to develop broader networks’ from the book ‘The 18 Challenges of Leadership: A practical, structured way to develop your leadership talent‘, by Trevor Waldock.
- When you look at a piece of analysis ask yourself : ‘What does this tell me and what action will I take as a result.’ If you can’t answer these two questions, the analysis isn’t helping. Send it back and ask for something better.
- Make sure that claims of data significance are backed up by robust analysis. Using a Statistical Process Control (SPC) which plots data over time enables you to see variation and use intelligence to understand data changes. Was that really a significant improvement? The chart will prove if it is. There will be analysts in your organisation who can present data in this format for you.
- Don’t assume that the stories behind the data are always true. Was poor performance in A&E really due to increased activity? Very often it is not – many more factors are at play that should be considered.