Locality Learning and Development
Understanding Our Locality Workforce
The learning and development team worked with locality social work teams to support generic working and transformation. We asked teams to work through various activities to ensure sessions were interactive and meaningful to them. These sessions enabled the space for teams and individuals to explore how the current changes are impacting on them and the possibilities and future opportunities which may arise through these changes. Through participation in these sessions, the learning and development team were given the opportunity to understand how teams and individuals perceive their learning needs and create an understanding of how people want to learn, to enable gaps, wants and needs in their practice to be fulfilled.
Work with Localities
Locality learning and development is enabling the creation of effective partnerships across the wider Perth and Kinross Health and Social Care Partnership. Workers and managers will be supported through bespoke and locality wide learning opportunities, to develop and enhance their skills and knowledge within their roles across all localities.
The work undertaken across all localities will be led by strategic priorities – both nationally and locally – and led by workers and managers themselves regarding their own learning and development needs at any given time. Learning will be personalised, collaborative and creative, supporting staff through transformation, integration and a change in culture and behaviours.
The Learning and Development Team conducted an online survey gizmo Learning Needs questionnaire to all Housing and Community Care (HCC) workers between Monday 26 September 2016, to Friday 21 October 2016.
This online survey was the beginning of our engagement with all HCC teams and individuals to establish what are people’s learning and development needs and wants. This is enabling us to understand what people’s needs are, what are the gaps in learning, how we can support you and what we need to do as a team to set our own priorities.
We will continue to consult with you about your learning needs, with plans to regularly conduct online surveys asking for your feedback, or we are equally happy for you to come speak with us at any time.
We have included a copy of the online survey gizmo from September and October last year, as well as a summary of this report.
According to the idea of transformational leadership , an effective leader is a person who does the following:
- 1 Creates an inspiring vision of the future.
- 2 Motivates and inspires people to engage with that vision.
- 3 Manages delivery of the vision.
- 4 Coaches and builds a team, so that it is more effective at achieving the vision.
You will find many definitions of Leadership and there are many books, articles, learning programs and talks about how to become a more effective leader who makes a difference.
Whatever you decide yourself what Leadership means to you and why you aspire to it, you will find yourself on a journey of self awareness, behaviour change and thankfulness.
Management is doing things right; leadership is doing the right things.
A good leader takes a little more than their share of the blame, and a little less than their share of the credit.
― Arnold H. Glasow
There’s a temptation for all of us to blame failures on factors outside our control: “the enemy was ten feet tall”, “We weren’t treated fairly”, or “it was an impossible task to begin with”. There is also comfort in “doubling down” on proven processes, regardless of their efficacy. Few of us are criticised if we faithfully do what has worked many times before. But feeling comfortable or dodging criticism should not be a measure of our success. There’s likely a place in paradise for those who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.
― Stanley McChrystal
Leadership is the capacity to translate vision into reality.
― Warren Bennis
The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.
In place of maps, whiteboards began to appear in our headquarters. Soon they were everywhere. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. We did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.”
Great leaders don’t tell you what to do, they show you how it’s done.
Leadership is action not position.
― Donald H. McGannon
Interesting Links on Leadership
Personalisation and SDS
The Perth and Kinross Self Directed Support team provide in house support for clients, families, private sector, health and social care partnership and the 3rd sector, across all ages and client groups.
This is done through 1 to 1 conversations and group sessions with clients and families, groups and new and existing workers, as well as on going support with locality teams to promote personalisation through the SDS process, to enable choice, flexibility and control.
The Self Directed Support Team and the Learning and Development team work in partnership, striving to continually meet the personal learning needs of individuals and teams by being responsive and exploring personalisation and SDS across all localities.
What do you do with your DOO?
So what do you do with your DOO morning? We would love to hear what you get up to, we are also really interested to hear how the Learning and Development team can support you in your learning on DOO mornings. So please get in touch if you need to speak with a member of the team about your needs.
Contact us on 01738 477828 or email on email@example.com