<p>Key Messages – Leeds and London - February Hackathon Events </p><p>The following themes were the most common responses to the questions asked</p><p>Question 1 - What does an inclusive NHS look like?</p><p> Having diversity at all levels within an organisation</p><p> Speaking up safely without fear of reprisal – no blame culture </p><p> Everyone having a voice at all levels</p><p> Feeling safe at work</p><p> Less hierarchy </p><p> Having trust in the organisation </p><p> Value based recruitment</p><p> Mentoring and Shadowing opportunities </p><p>In addition to this, leaders having an open door policy and having the time to listen was emphasised by many participants.</p><p>Question 2 - What are the current or future barriers/challenges for us to creating that inclusive NHS?</p><p> NHS being too hierarchical </p><p> Lack of trust </p><p> Culture of organisations</p><p> Inclusion not being a priority for organisations when faced with other pressures</p><p> Not challenging the organisation </p><p> Not wanting to be confrontational or cause conflict</p><p>Alongside this there were points raised around the cost of any leadership interventions and leaders setting an example for staff. Question 3 - What’s currently working well that we should continue doing with leadership development interventions?</p><p> Coaching and Mentoring programmes</p><p> Values Based Leadership</p><p> NHS Leadership Programmes (accessible to all)</p><p> Role Shadowing </p><p> Collective and distributed leadership </p><p>Question 4 - What else is needed to create an inclusive NHS? What Inclusive and Systems Leadership is required to enable us to deliver this? </p><p> Open and honest culture</p><p> Diverse leaders </p><p> Mentoring and coaching</p><p> Patients and service user inclusion</p><p> Embedding </p><p> Non hierarchical</p><p> Leaders defining model behaviour</p><p>Additionally learning from the past and reflective practice was a popular theme.</p><p>Question 5 - How do we/should we measure the impact of leadership development interventions and service delivery/health outcomes? </p><p>There was a consensus that that this was a difficult question to answer. It was agree however that both qualitative and quantiative measures should be utilised.</p><p>The most common ways that participants felt that leadership interventions could be measured is</p><p> Patient feedback  Via existing methods to evaluate e.g. staff survey</p><p> Staff sickness/turnover/grievances</p><p> Organisational shift in culture </p><p>A shift in workforce profiles by different protected characteristics, consistent measuring and individual and collective feedback was also highlighted as an effective way of measuring </p><p>For more details go to the microsite http://www.nwacademy.nhs.uk/InclusiveSystemsHack</p>