Developing Clinical Leaders

Transcription

1 Developing Clinical Leaders Maggie Woods Associate GP Dean, Health Education Thames Valley Deputy Director, Thames Valley and Wessex Leadership Academy June 2017

2 What I would like to talk to you about today. The case/ evidence base for developing clinical leaders Developing People Improving Care Framework Accessing development opportunities

3

4 Medical engagement should be an integral part of the culture of all health care organisations and should be a priority for NHS boards and leaders. It requires investment in development and training and also in governance arrangements to support the culture.

5 There is also a growing empirical evidence base, well summarised elsewhere, to support a relationship between the engagement of clinicians in the leadership task and a range of healthcare quality and outcomes. 1 1 West M et al (2015) Leadership and leadership development in healthcare. The evidence base.

6 Working together, The extent to which clinical and managerial interests align may influence the outcome of quality improvement interventions. BMJ Quality and Safety, Pannick and colleagues

7 Working across systems, Leaders must focus on systems of care and not just institutions and on engaging staff in delivering results. Kings Fund report; May

8 One survey of GPs reported that 96% described ; how to engage and lead their colleagues in new ways of working as one of their chief unmet learning needs (Dawda and others, 2010).

9

10 Purpose of the framework The framework focuses on helping NHS and social care staff to develop four critical capabilities: Systems leadership for staff who are working with partners in other local services on joining up local health and care systems for their communities Established quality improvement methods that draw on staff and service users knowledge and experience to improve service quality and efficiency Inclusive and compassionate leadership, so that all staff are listened to, understood and supported, and that leaders at every level of the health system truly reflect the talents and diversity of people working in the system and the communities they serve Talent management to support NHS-funded services to fill senior current vacancies and future leadership pipelines with the right numbers of diverse, appropriately developed people

11 Key Messages Compassionate Inclusive Effective Quality Improvement

12 Compassionate

13 Compassion Attending Understanding Empathising Helping

14 Inclusive

15 The Snowy White Peaks Report 1 in 40 chairs and no CEO in London is BME 17 of 40 Trusts have all white Boards, but over 40% of workforce and patients are BME Decrease in BME Board members Not one BME Executive Director in Monitor, CQC, NHSTDA, NHS England, NHSLA or HEE Decrease in BME senior managers and nurse managers in recent years

16 Six reasons why workforce race discrimination is bad for all patients 1. Prevents patients getting best staff 2. Impact diverts resources from patient care 3. Discrimination makes staff ill 4. How staff are cared for impacts on care they provide 5. Diversity improves innovation and teamwork 6. Unrepresentative Boards less likely to provide patient focussed care

17 Effective

18 So in light of Developing People Improving Care How do we develop our current and future clinical leaders?

19 How do we support clinicians learning to lead? The 70:20:10 model of leadership development 70% of the learning comes from work-based tasks, challenges and problem solving 20% from learning about self from others through coaching, mentoring, role-modelling and social networks 10% from formal education and training. Lombardo, Michael M; Eichinger, Robert W (1996). The Career Architect Development Planner. Lominger, Minneapolis.

20 Access to local and national leadership development programmes Funded coaching and mentoring Online resources / programmes Secondments/ structured workplace experiences / QI / project work Action learning sets Multisource (360) feedback - Healthcare Leadership Model Leadership self assessment Psychometric tools, MBTI Uni/ multi professional learning

21 Leadership Development- The Support Available National Leadership Academy Local Leadership Academy, NHS Thames Valley and Wessex Your Organisation Online

22 National Leadership Academy - Programmes Go to Clinical Executive Fast Track Programme

23

24 NHS Healthcare Leadership Model 360 tool Free online leadership self assessment tool ources/healthcare-leadership-model/

25 Your Local Leadership Academy; Locally run and focused leadership programmes and master classess contact us or see our website Funded Coaching and Mentoring Quality Improvements Fellowships Online information and resources; Knowledge Hub

26 Your organisation Local run programmes, from your in house learning and development team

27 Online The Edward Jenner Programme mmes/the-edward-jenner-programme/ Flexible Free Online Modular

28 Clinical leaders can and do make a difference

29

30 leadership Leadership for saves a lives purpose Thank you