Leadership Mirrors survey

Mirror 1: Followership

The power of humility

Take a moment to reflect upon your personal leadership over the past six months, how often have you:

1.1 Openly acknowledged an important limitation in your knowledge or judgement when colleagues were looking to you for answers?

Never Rarely Sometimes Often Very often

1.2 Explicitly invited a colleague with less positional authority to challenge your reasoning before an important decision?

Never Rarely Sometimes Often Very often

1.3 Changed your intended course of action after recognising evidence or expertise from somebody else that you had previously overlooked?

Never Rarely Sometimes Often Very often

Mirror 2: Improve Today / Build Tomorrow

The Board's double responsibility

Take a moment to reflect upon your Board or the governing body you know best, how much clear evidence have you seen over the past 12 months that it has deliberately supported the following?

Improve today

2.1 STOP: Ending established activities that no longer justify the resources they consume.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

2.2 STEP: Embedding a common methodology to deliver cumulative improvements to existing services through repeated small step changes.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

2.3 LEAP: Delivering substantial improvements through major improvements within existing models of care.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

Build tomorrow

2.4 PLANT: Testing if an existing, proven organisational capability can add value in a different setting or population.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

2.5 CREATE: Testing a capability that is new to the organisation, whether developed internally or adopted from elsewhere, which has genuine potential to transform models of care.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

2.6 GROW: Scaling a successful PLANT or CREATE experiment after evidence that it creates worthwhile value.

Unable to judge No evidence Discussed or planned only Concrete action taken Action taken and results reviewed

Mirror 3: Technical and adaptive leadership

When expertise becomes a trap

Take a moment to reflect upon significant changes or persistent challenges you have led during the past 12 months, how often have you:

3.1 Explicitly distinguished what existing expertise could resolve from what required people to learn or work differently?

Never Rarely Sometimes Often Very often

3.2 Explored what different groups might reasonably stand to lose through the proposed change?

Never Rarely Sometimes Often Very often

3.3 Given people affected by a change a truly meaningful role in developing or testing the response?

Never Rarely Sometimes Often Very often