RookTree consulting offers a blend of skills and expertise in relation to:
- Board Level activities [Non Exec / Exec]
- Organisational Development, and
- Systems Development
Non Exec / Exec
Lesley has been part of and worked with a number of boards thus providing a diverse experience. Her work has been with NHS boards, Community Interest Company Boards, Mutli-Academy Boards and Boards of limited companies. Lesley has been both an executive and non-executive member. She provides a diverse view on organisational culture, governance, strategy and organisational delivery.
Her NHS background Paramedic – Board member has provided her with a good grounding, including her time as an Acting Director of Quality. Lesley has expertly led some high-profile quality review inspections for the Health Care Commission involving senior stakeholders from MPs, Health Commission Wales through to and including staff and patients. Her teams were drawn from a pool of CEO’s, Finance Directors and other senior strategists including lay members such as retired lawyers.
Lesley has formed and led an Office of PCT’s which at the time involved working with all PCT, Acute, Mental Health, Ambulance and Strategic Health Authority board members. Lesley has facilitated Timeouts for them, Adult Safe Guarding boards and many others.
More recently she has focused on cultural and Behavioural change becoming very interested in Integrated care, Medical and Clinical Leadership. She is one of only 414 Professionally Certificated Coaches with the UK ICF. She spends much of her time Team Coaching for performance and behavioural change. This has included leading a cohort of students for the Elizabeth Garratt Anderson MSc in Leadership. The whole cohort graduated with 10/13 going on to secure more senior leadership roles within the NHS & Private sectors.
Our aim is to support leaders, OD & HRD leads and all staff to develop their organisations to be as fit for purpose so they can meet the opportunities, challenges of the and the demands of their mission critical work..
It is about leading change, service improvement initiatives, engaging and motivating staff, developing their talents and improving potential of staff. Great OD is about understanding context and culture, taking a systems approach and enabling staff to design and deliver even better productivity.
All leaders have a responsibility to develop their organisations as well as their team. We want to facilitate leaders in organisations to do this, and support and develop the capability and capacity of those who have particular responsibility for organisational development.
facilitates board level timeouts; facilitation for senior managers across all sectors. Rooktree also specialises in timeouts for Senior Clinical and Non Clinical staff
What do we mean by ‘system’?
We can think of systems as a network of interdependent components that should work together to try to accomplish the aim of the system. The aim for any system should be that everybody gains, not one part of the system at the expense of
A health and care system will include a number of different organisations connected by either:
• policy, eg the STP footprints• patient flows
• local challenges
• historical relationships.
Systems can be defined by the people working within them and by the peopleworking outside them. Some systems will have been working collaboratively for years, and some will just be starting to form relationships.
These are some of the big challenges of sustained system change
• manage the competing goals of different organisations
• shift from transactional relationships to truly transformational ones
• deliver long-term change while still meeting short-term pressures
• innovate to tackle long-standing problems when resources are constrained.