Healthskills Insight

All of our work is based on a process of diagnosis and gathering of information and evidence.  By using a comprehensive set of diagnostic tools and 360° feedback processes we can identify our client’s problems and specific needs – whether this is about the organisation, team or individual.

We work with our clients to share our findings and then co-design a tailored solution or programme that will help to achieve sustainable change and immediate and positive impact.

Organisation and System Performance

Effective diagnosis is a key part of organisational and leadership development.  By collecting data from all levels within and outside of the organisation we can involve a wide range of stakeholders from across the system.  The process of engagement is as important as the data collection process.

The work of Burke and Litwin1 and Pascale2 recognises the interdependency between strategy, culture and  leadership, and that these must be focused in the context of the external environment for the organisation to be effective and to achieve transformational and sustainable change.

Burke and Litwin model (click to enlarge)
NHS Board Development roadmap

Accelerating Team Performance

When working with Top Teams and key service teams our process starts with a full 360° team assessment to help the team identify current strengths and weaknesses.  Lencioni’s 5 Dysfunctions of a Team3 and the Aston Team Performance Inventory4 are used to gain a full understanding of the team’s effectiveness.

Leadership for Outcomes

We have worked extensively over the last year with the publishers of the 5 practices of exemplary leadership5.We have aligned the Kouzes and Posner (K&P) model with the key elements of the NHS Leadership Qualities Framework (LQF). The K&P model includes a self assessment process identifying specific areas for development which enables leaders to improve their level of competence within the NHS LQF Framework.  Within our programmes the self assessment process forms the basis of a personal action plan which each participant creates at the outset. The personal action plan informs the detailed design of the programme.

Developing Effective Boards

Our unique 360° Board Competency Framework has been developed this year to support aspirant Foundation Trusts and build competent governance arrangements for PCTs, identifies strengths and development needs.  The web based framework enables participating Boards to review and discuss what ‘effective’ and ‘ineffective’ looks like, and to obtain feedback from stakeholders.

We use this model in conjunction with models of organisational readiness, such as  Burke & Litwin, to take Boards through a thorough assessment of current organisational performance and future requirements.

  1. Burke W.W and Litwin G.H 1992 A Causal Model of Organizational Performance and Change Journal of Management Vol 18, No 3

  2. Pascale, R. 1990 Managing on the Edge, London: Penguin

  3. Lencioni, 2002; The Five Dysfunctions of a Team. Jossey-Bass

  4. Borrill, West and Dawson, 2002; Team Working and Effectiveness in Health Care

  5. Kouzes J. M. and Posner B.Z. (2003) The Leadership Challenge, Wiley

Healthskills quotes and tesimonials

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