Practical tips and skills for developing leadership The tips in 3 aim to provide practical actions for PHNs to develop this competency at the following levels: System Those within the PHN region that are strategically influencing system wide – reform Organisation PHN leadership / executives – Individual/team operational of the PHN – Tables with this structure of are used in each subsequent ‘system/organisation/individual’ chapter of this guidance to provide practical actions for PHNs for each of the other competencies. Table 3: Practical tips and skills for leadership System Organisation Individual / team Use relationship Articulate a Build and maintain strong management skills to strategic direction and relationships with key leverage networks within inspiring vision. stakeholders at a local and across regions to level to steer the market Dedicate time to plan collaborate and streamline towards priorities. and prioritise commissioning resources. resources in line with Use coaching as an Use the PHN network to impacts on outcomes, approach to support team further develop leadership and articulate strategic development, skills and help increase direction. involves the leader/coach PHNs’ influence at the actively listening, Promote a high system challenging beliefs and representation of allowing team members Focus on the PHN being a clinicians and diversity come up with their own collaborative leader, to in leadership positions. solutions to be share and devolve Create a accountable and learn leadership, such as joint communications from mistakes. decision making with strategy that provides Aboriginal and Torres Strait Set expectations and consistent messaging Islander organisations, conditions for teams and on the PHN priorities including ACCHS, and individuals to take risks, and embedding a enable this through considering reputation commissioning (rather than and stakeholder ‘convening’ approach. management. ‘leading’). Use such as Encourage and support Memorandums of individuals to practice Understanding, collaborative and build their governance arrangements, communication and and regional plans that presentation skills to help facilitate shared leadership. lead and effect change and foster innovation Practice communication and from the market. presentation skills to lead and effect change at scale.
Practical tips and skills for developing leadership The tips in 3 aim to provide practical actions for PHNs to develop this competency at the following levels: System – Those within the PHN region that are strategically influencing system wide reform Organisation – PHN leadership / executives Individual/team – operational of the PHN Tables with this structure of ‘system/organisation/individual’ are used in each subsequent chapter of this guidance to provide practical actions for PHNs for each of the other competencies. Table 3: Practical tips and skills for leadership System Organisation Individual / team Use relationship management skills to leverage networks within and across regions to collaborate and streamline commissioning resources. Use the PHN network to further develop leadership skills and help increase PHNs’ influence at the system Focus on the PHN being a collaborative leader, to share and devolve leadership, such as joint decision making with Aboriginal and Torres Strait Islander organisations, including ACCHS, and enable this through ‘convening’ (rather than ‘leading’). Use such as Memorandums of Understanding, collaborative governance arrangements, and regional plans that facilitate shared leadership. Practice communication and presentation skills to lead and effect change at scale. Articulate a strategic direction and inspiring vision. Dedicate time to plan and prioritise resources in line with impacts on outcomes, and articulate strategic direction. Promote a high representation of clinicians and diversity in leadership positions. Create a communications strategy that provides consistent messaging on the PHN priorities and embedding a commissioning approach. Build and maintain strong relationships with key stakeholders at a local level to steer the market towards priorities. Use coaching as an approach to support team development, involves the leader/coach actively listening, challenging beliefs and allowing team members come up with their own solutions to be accountable and learn from mistakes. Set expectations and conditions for teams and individuals to take risks, considering reputation and stakeholder management. Encourage and support individuals to practice and build their communication and presentation skills to help lead and effect change and foster innovation from the market.
Change%20Mgt%20&%20Competencies%20Guidance.docx