The Authentic Leadership Module Programme
June 23rd – 25th
Faculty: Becky Malby, John Atkinson, Mel Dowdy, Martin Fischer.
Welcome to the start of the Aspiring Chief Executives Leadership
Development Programme in NHS North West.
The Authentic Leadership Module is the first part of our shared inquiry on
leadership. Success depends on everyone taking responsibility for both our
own learning and for creating a shared authentic perspective on leadership in
NHS Yorkshire and Humber.
We assume that leadership is enacted in context so we will be offering a
systems approach which gives attention to both parts and the whole and the
relationships between them. We will be focussing on the dynamic
relationships between individuals, groups/communities and environments.
Our working assumption is there is no one answer. Metaphors of exploration
and living systems have influenced how we have designed this programme.
We believe that living systems seek out what is effective in any environment,
not what is ‘right’. As partners in your inquiry we aim to learn what creates
order rather than understanding how to control and predict outcomes. The key
questions underpinning the programme are:
How do systems work?
How does my/our system work?
How do I work in my/our system?
Before you join this programme you will find it useful to have a conversation
with your own CEO and possibly other CEOs about the surprises and
challenges of first moving into that role, how they managed themselves and
how it has changed over time. You may also benefit from contacting the
CEOs that interviewed you for feedback.
Monday 23rd June
John Atkinson and Becky Malby
9.00 –09.30 Introduction to ourselves and the programme
We will have some brief introductions to our working and
09.30 – 10.00 How are we going to work together?
This initial session is used to frame the nature of the work we
do on the programme. We do this by considering a series of
questions that encourage us to enquire into how everyone
involved will contribute to the desired outcomes. In particular,
we look at this from a personal perspective - what are we
willing to give, and give up, if we are to be successful. This
means that from the outset the programme is grounded in you
and your responsibility for your own progress, rather than
seeking the external input that would make others responsible
for success or failure.
10.00 – 11.00 Timelines – what shapes our behaviour – what patterns
exist in our system?
This exercise helps you explore your own patterns and
relationship to the system in which you work, looking at where
you have come from personally, organisationally (in the NHS)
and as a society. It helps link your own understanding with the
context in which you operate.
11.00 – 12.00 What do we offer? What do we need?
You spend this hour finding out what you can offer your work
together, through a process of Appreciative Inquiry. This will
help you understand our collective potential, and start your
thinking about what you could learn through the programme.
12.00 – 12.30 What we know so far
A short debrief of the morning’s work and a discussion about
how we complete the next stage of our story.
What are the differences between what you have done and
what you want to be (could be amplification/ new).
12.30 – 1.00 The Programme – expectations/ boundaries/ logistics
Having begun to work through learning expectations, we then
contract together about what we need from each other, and our
ways of working together. We will explore what it means to be
present in our work together. John and Becky also introduce the
resources we are offering.
1.00- 1.45 Lunch
1.45 – 1700 The Integral Four-Quadrant Model
Mel Dowdy, The University of Notre Dame
What does it take to create exceptional, sustained value? What
is the role of the leader?
This session helps you define authentic leadership, offers a
case study to illustrate a leadership/system issue explains &
illustrates integral mapping and uses this to address a business
case in healthcare system.
17.00 – 18.00 The Leap from Director to CEO
John Lawlor, CEO Harrogate Trust will be sharing his
experience of moving from Director to CEO, the surprises, the
expectations, how he managed himself, how it has changed
over time. You will have the chance to discuss these with John,
and this will help frame your own Inquiry into what it takes to
work at CEO level.
Becky and John
18.00 - 18.30 We debrief the CEO session
19.30 Dinner out at Brasserie 44 The Calls
Tuesday 24th June
09.00-11.00 Debriefing the Selection Day.
We are joined at 09.00am by Kim Riley, the CEO at Hull Local
Authority, who was one of the CEOs involved in the selection.
We then spend the next hour in co-councelling on your learning
from the Selection and the Leadership Impact Analysis, and any
subsequent coaching. This begins our work on leading as peers
across organisations, beyond authority in partnerships.
Becky & John
11.00– 15.00 Performance and Innovation
One of the key interventions you make as a CEO is what you
choose to pay attentions too, what feedback loops you create in
your organisation and personally. We will be looking at our
theory of innovation and performance, to explore models that
enhance performance (personally as leaders and
organisationally). This frames the work you do in the Application
strands, and in the Communities of Practice
15.00 – 17.30 Change in Systems
Here we begin working on our approach to change in
complexity, the model we are working on in the Application
work, and in the Immersion Programme. We will introduce some
approaches to the work, including asking powerful questions.
17.30 – 18.00 Personal Development Planning – time for you to work your
18.30 Dinner – Livebait.
Wednesday 25th June
09.00 – 13.00 Community of Practice
John will work with you, setting up the process for the
Communities of Practice work, and undertaking the first
explorations of your own current work, as well as framing your
personal metrics for the programme.
13.00 – 13.45 Lunch
13.45 – 15.00 Preparation for the Immersion Programme in Venezuela
15.00 – 15.30 Review