How to deal with the uncertainty that local government faces
How to deal with the uncertainty that local government faces
Michael Kitts discusses the changes ahead, and how to build more resilient systems.
System leadership is one of the key topics covered in The EDGEWORK Manifesto, IMPOWER’s recent book on understanding – and delivering sustainable change in – complex public service systems.
After he’d read the book, we asked John Skidmore (Director of Adults, Health and Customer Services at East Riding of Yorkshire Council) for his views on this subject.
What is your role as a system leader?
I’m responsible for adult social care, public health and culture and customer services. I’m a member of the CCG governing body as well as being a DASS, so I work across the entire integrated care system.
What motivates you as a system leader?
When we experience health and social care, whether personally or via a family member or friend, it is not always the experience we’d like it to be. There are a lot of interfaces and handoffs between different parts of the system. As a system leader, my aim is to help develop a system that works seamlessly.
What are your reflections on the EDGEWORK Manifesto?
I liked the book. It helpfully describes how to deliver change in complex systems and the important role of system leadership. It resonated with my role in the East Riding and the things I grapple with on a daily basis. The conceptual understanding of complex systems is good – the opportunity now is to think more about how we deliver this on the ground.
What do you think are the key elements needed for achieving high performing system leadership?
How would you sum up system leadership?
System leadership isn’t having a monthly meeting and then not thinking about it again until the next meeting. It isn’t part of anyone’s job description or accountability, but it is the right thing for our residents. If you don’t change the ingredients of the cake, you won’t get a different taste!
Want to join the discussion? Please get in touch.