December 2019 – healthcare leadership updates, news and new articles

Update on the NHS Leadership compact

25th November 2019

NHS Compact

Our NHS Way Leadership Compact – DRAFT

Leadership: Our NHS Way How to guide

Thought piece – compact 

“Many thanks for attending one of the recent roadshows to co-create the new NHS Leadership Compact. We had hundreds of people engage with us face to face and via lots of virtual methods. The message was very clear that this had to be simple and to the point, saying what we want to see and what we don’t in terms of leadership behaviour.

What you see here is the result of all your feedback. Whilst the  format is not finalised, it is envisaged that it will be a single page with click-through elements to the behavioural indicators that sit underneath.

The words have undergone testing with subject matter experts such as colleagues in the inclusion team.

The ‘How to Guide’ is not yet completed so any further ideas for what would be helpful to include here would be very helpful.

Reports

Leadership Skills Are Teachable and Vital
– new report from NEJM Catalyst Insights Reports series, out December 2019. 

Excerpt ; “Leadership is teachable, and leadership development and training are important, according to NEJM Catalyst’s recent Insights Council survey on the topic. Yet the same survey reveals that more than half of respondents think their organization’s efforts to develop and train leaders are lacking in quality and time commitment.
Gary Kaplan, MD, Chairman and CEO at Virginia Mason Health System in Seattle, finds these results concerning, especially as the complexity of delivering health care continues to increase. “Leadership doesn’t just happen,” he says. “We need strong leaders for greater focus and to execute improvement work in organizations and the health care industry overall.” The survey, conducted among a qualified group of U.S. executives, clinical leaders, and clinicians who are directly involved in health care delivery, finds that while 86% of respondents say leadership can be taught, fewer than half have a net positive feeling about the quality of training and development their organization provides.
“ What they don’t see is that coaching, mentoring, and role modeling — all the fundamentals of leadership — are a good investment and there is a solid business case for training and development.
NEJM Catalyst is produced by NEJM Group, a division of the Massachusetts Medical Society.”

Caring for doctors, Caring for patients
How to transform UK healthcare environments to support doctors and
medical students to care for patients
GMC, November 2019
Authored by Professor Michael West and Dame Denise Coia
See pages 54-57 on culture and leadership, and Annex 4 – Compassionate and inclusive leadership

Excerpt from Foreword by Dame Clare Marx, Chair, General Medical Council: “It may not yet feel like it for those on the frontline, but we are seeing positive change. Intentions are becoming actions. There is now clear consensus across the health service on a range of issues that affect patient welfare and doctors’ wellbeing. All the evidence indicates that organisations who prioritise staff wellbeing and leadership provide higher quality patient care, see higher levels of patient satisfaction, and are better able to retain the workforce they need. Whilst the report emphasises the need for organisations to have leaders that act compassionately and promote wellbeing, it also makes clear that all doctors have an important leadership contribution to make.

Leading for integrated care: ‘If you think competition is hard, you should try collaboration’
Authored by Nicholas Timmins
The King’s Fund, November 2019
Includes  interviews with 16 people who lead or chair an integrated care system (ICS) or sustainability and transformation partnership (STP).
Excerpt from website:

Overview

  • The NHS long-term plan has reinforced the role of integrated care systems (ICSs) in establishing more collaborative working and joined-up care for patients and their local populations. ICSs will cover the whole of England by 2021.

  • As these systems evolve, strong leadership is needed to bring NHS, local authority, private and third sector organisations together.

  • Our interviews with the chairs and leads of both ICSs and the remaining sustainability and transformation partnerships (STPs) found that while progress is being made, there are also a number of challenges.

  • These leaders are clear about the skills needed to create an ICS, but issues around governance, accountability, whether legislation is needed and the pipeline of future system leaders remain.

  •  System leaders also have concerns about future relations with ‘the centre’ and the regulators, the pace of change and on how far a collaborative and voluntary approach can be the key to success.

The context and “About the report” , The King’s Fund webpage is here 

Health Education England’s Call for Evidence on the Future Doctor
Faculty of Medical Leadership and Management response 
Sept 2019
Excerpt ” 
The expected remit of the doctor within the multi-professional team of the future The doctor’s remit should be one of leadership, but the training of medical students and FY doctors is still lecture-based, sometimes with out-dated knowledge, rather than fostering skills such as synthesis of ideas/logic models and EQ development. Those on non-clinical graduate management schemes may finish their training with better leadership, interpersonal and decision-making skills.

Doctors will need to find a balance in supporting, mentoring and enabling the multi-professional team, whilst simultaneously empowering them and nurturing them to be key healthcare providers in their own right.

The doctor should be the manager of the multi-professional team, but not in a hierarchical manner. This may mean that doctors have less direct patient contact, but the role becomes more of a delegation and oversight role with other professionals feeding-in their skills and expertise. This will require high levels of communication and leadership skills to manage effectively.”

https://www.hee.nhs.uk/our-work/future-doctor

Timeline

Feb 2020 – Future Doctor consultation closes
March 2020 – Analysis of consultation responses
TBC 2020 – Recommendations and next steps

 News

Highlights from Leaders in Healthcare 2019
The Faculty of Medical Leadership and Management’s Leaders in Healthcare 2019 was held in Birmingham 4-6 Nov 2019.

Recognition for the trainers behind a successful new leadership course
North Tees and Hartlepool NHS Foundation Trust
27th November 2019
Excerpt from website : “The [Mary Seacole] course has traditionally been run by educators at the NHS Leadership Academy at regional sites – but this is the first ‘local’ course the trust has run using its own experienced and qualified trainers.” “Through this course they have helped develop 20 leaders, to impact positively on day to day running of services across the North East. Good Leaders can then run good teams that provide excellent service to all patients, families and colleagues.”

NHS IMAS Big Splash – Supporting Regional Talent Boards 
You can find the latest edition of Big Splash below and the previous three editions of the year.

The latest edition of the NHS IMAS newsletter Big Splash is now available!

In this edition, read all about how NHS IMAS is supporting the Regional Talent Boards
and
the Chief Nursing Officer (CNO) Exceptional Leader Network.
Excerpt from Big Spalsh “This [Exceptional Leader Network] programme is sponsored by Hilary Garratt CBE, Deputy Chief Nurse for Professional and System Leadership, NHS  England and NHS Improvement.
The aspiration is for the CNO Exceptional Leader Network to be made up of exemplary
professional Chief Nurses who have made a significant contribution to their profession and
can be called upon by trusts on a short-term assignment to provide support, coaching or
mentorship to their Chief Nurse or Director of Nursing. This support package is aimed to
enable the Chief Nurse or Director of Nursing to maintain their post and professional
reputation during a short term episode of challenge. The talent pool of outstanding Chief Nurses will be pivotal to the success of the CNO Exceptional Leader Network…”

Nominations for leadership award – unsung heros 
The Only National Awards For Non-Medical / Non-Clinical NHS Staff & Volunteers

2020 Leadership Award Nominees

Balraj Basra
Domestic Supervisor
West London NHS Trust

Natalija Lytrides
Service Manager
Barnet, Enfield and Haringey Mental Health NHS Trust

Karen English
Blood Transfusion Manager
Calderdale and Huddersfield NHS Foundation Trust 

 

Thought piece

Leadership and Management are two different roles – what is your job, really?
National Health Executive, Health Service Focus
27th November 2019
Dr Darren Leech, director at NHS Elect

Coaching

See also : NHS Elect’s Darren Leech Writes on Delegation and Coaching Skills
11th November 2019
and
his recent article, published by The Association for Coaching (available as a PDF), Oct 2019
No more heroes

Journal articles

Making sense of effective partnerships among senior leaders in the National Health Service.
Mitra M, Hoff T, Brankin P, Dopson S.
Health Care Manage Rev. 2019 Oct/Dec;44(4):318-331

Perceived importance and performance of clinical leadership in practice: A cross-sectional study of nurses and midwives of all grades.
Mc Carthy VJC, Murphy A, Savage E, Hegarty J, Coffey A, Leahy-Warren P, Horgan A, O’Connell R, Marsh L, Drennan J.
J Nurs Manag. 2019 Nov;27(8):1738-1746

Postdoctoral Nurses’ Experiences With Leadership and Career Development: A Qualitative Study.
de Lange W, Kars MC, Poslawsky IE, Schuurmans MJ, Hafsteinsdóttir TB.
J Nurs Scholarsh. 2019 Nov;51(6):689-698

Leadership development in New Zealand and Australian medical schools: needs analysis
BMJ Leader , November 2019

Development of a national medical leadership competency framework: the Dutch approach
BMC Med Educ. 2019 Nov 28;19(1):441.
Keijser WA et al

Evaluating the impact of a coaching pilot on students and staff.
Underwood S, Green J, Walton R, Hackett K, Cooke J, Pegg M, Armstrong C.
Br J Nurs. 2019 Nov 28;28(21):1394-1398.

‘It’s the relationship you develop with them’: emotional intelligence in nurse leadership. A qualitative study.
Mansel B, Einion A.
Br J Nurs. 2019 Nov 28;28(21):1400-1408

Evidence-Based Leadership Practice and the Role of the Librarian.
Bleich MR, Brown R.
J Contin Educ Nurs. 2019 Dec 1;50(12):537-53 (Forthocoming)

Differentiating Mentoring From Coaching and Precepting.
Kowalski K.
J Contin Educ Nurs. 2019 Nov 1;50(11):493-494

Strategic Talent Management: Implementation and Impact of a Leadership Development Program in Radiology.
Smith DA, Arnold WL, Krupinski EA, Powell C, Meltzer CC.
J Am Coll Radiol. 2019 Jul;16(7):992-998

The Leadership Gap: Supporting New Front line Leaders in Cancer Care.
Graham GL.
J Med Imaging Radiat Sci. 2019 Nov 8

The Value and Imperative of Diversity Leadership Development and Mentoring in Healthcare.
Zambrano RH.
J Healthc Manag. 2019 Nov-Dec;64(6):356-358

New books
Forthcoming in 2020

Leading With Mastery and Heart  A Coaching Companion for Thriving Nurse Leaders 
Catherine Robinson-Walker (author)
Paperback (16 Mar 2020) | English

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