Welcome to March 2020 blog post of resources and news

NHS Workforce – Race Equality Standard
2019 Data Analysis Report for NHS Trusts
Version number: 1
First published: February 2020
Prepared by: The WRES Implementation team
Excerpt : Section 07 Next steps and conclusions
In 2020, the WRES programme will increase its capacity to support the NHS locally
by establishing new regional WRES roles. Our approach will follow the concept of
‘proportionate universalism’: levelling the inequality gradient by focussing upon those NHS trusts that need the most support – and raising the bar for all at the same time. A key
element here will be to embed evidence- based interventions and models for  improvement within organisations, so that they become sustainable over time, and to share replicable good practice in a systematic way across the NHS.
The WRES data continue to highlight key parts of the NHS that require enhanced support
including the ambulance sector, the nursing workforce, and London as an NHS region.
The WRES programme will also focus on identifying those NHS trusts that require the
most support and guidance on workplace culture – as indicated by WRES data over time.
These NHS trusts will be helped to change their workplace cultures, so all staff thrive and
flourish and are better able to provide the compassionate high-quality care that patients
need and deserve. The emphasis here will be on identifying the root causes, consequences
and robust solutions to closing the gaps between BME and white staff perceptions of
discrimination, bullying, harassment and abuse – and reducing the overall levels of these
indicators for all staff.
The WRES programme will also continue with its other workstreams to help ensure that
there is momentum and continuous improvement in the workforce race equality agenda
to help meet the goals set-out in the NHS Long Term Plan.

Also section “6.3 Sharing replicable good practice
One of the key pieces of work will be to focus on evidence-based replicable good practice
initiatives; to identify and share further examples of good practice threads that lead to
explicit system, regional and national patterns – exploiting common opportunities for
continuous improvement. That work has already commenced and on both the WRES
case studies webpage and the www.workplaceedi.com site, a catalogue of themed good
practice case studies is emerging, including the examples that are summarised in Annex B.

Taskforce on Increasing Non-Executive Director Diversity in the NHS
NHS Confederation
18 Feb 2020

Excerpt “The Independent Taskforce on Increasing Non-Executive Director Diversity in the NHS will oversee the development of an equalities and diversity framework for the recruitment and retention of chairs and non-executives in the NHS in England.

The taskforce has been established following a 2019 NHS Confederation report, which pointed to a decline in the number of chairs and non-executives recruited across gender, race, disability and age since the early 2000s. Senior leaders from across the NHS will sit on the taskforce – find out more about taskforce members and co-chairs.

The report attributes the decline in part to the loss of the Appointments Commission, the independent arm’s-length body which oversaw the appointment of chairs and non-executive directors. And to the creation of foundation trusts, which handed autonomy to the these trusts to make chair and non-executive appointments without the oversight of an independent agency.

The taskforce was one of five recommendations put forward to realise a step change in diversity within the non-executive community.”

Innovating for improved healthcare – Policy and practice for a thriving NHS
March 2020 , published by Rand Corporation
Chapter Four – Strengthening skills, capabilities and leadership for innovation
“RAND reports present research findings and objective analysis that address the challenges facing the public and private sectors.”

Events

Leadership Development Sessions – Meeting the challenges of tomorrow

The Leadership sessions are for:

• Clinicians and staff who do not normally access senior leadership development
• Primary Care Network staff including Practice Managers
• Staff from partner agencies, Voluntary, Community and Social Enterprise sectors
• Public sector staff involved in or interested in integrated care delivery.

In particular, as this programme covers a number of topics which support the effective delivery of communications and engagement, we want to encourage our patient and public representatives who work for Voluntary, Community and Social Enterprise organisations in Walsall to join a session and learn more about system leadership.

Some have already run, but there are 3 more :

• Tuesday 10 March, Sandwell
• Wednesday 11 March, West Birmingham
• Monday 23 March, Dudley

News

Senior doctors praise medical leadership approach
07 February 2020, Hywel Dda University Health Board
Video: http://www.wales.nhs.uk/sitesplus/862/page/100220

• a new consultant one-year development programme;
• peer mentoring and support for new consultants and GPs;
• an Aspiring Medical Leaders Programme (AMLP), focusing on real time organisational learning and supporting the development of a healthcare system in line with ‘A Healthier Wales: Our Plan for Health and Social Care’;
• a Medical Leadership Forum to develop leadership capacity and capability and address professional development and service issues affecting the whole system;
• a multi-professional System Level Leadership Improvement Programme (SLLIP) to enable leaders to make sustained improvements throughout our services and systems; and
• the multi-disciplinary Enabling Quality Improvement in Practice (EQIiP) programme”

Leading with empathy – East Lancashire Hospitals NHS Trust
Feb 2020
Excerpt ” A case study of how East Lancashire Hospitals NHS Trust are using a modern, supportive approach to staff development to successfully combat longstanding recruitment challenges and rising rates of staff turnover and absence.”

Why Northamptonshire Healthcare NHS FT tore up the traditional management structure
People Management, 23 Jan 2020
Excerpts “….rather than simply putting its people on a one-off training course to teach them to be leaders, [Chris] Oakes [director of HR and OD] and his team across HR, OD and communications worked to embed this [distributed leadership] concept across the trust’s culture”
“….getting staff to sign up to a way of acting at work meant defining a set of agreed leadership behaviours. Crowdsourced from more than 200 employees at one of the trust’s regular Leadership Matters conferences, the set of four defined behaviours – ‘being authentic’, ‘embracing change’, ‘taking responsibility’ and ‘working together’ – are embedded across NHFT’s entire ethos. “It’s the bedrock of everything we do,” says Oakes. “It’s not just a policy that’s created and then sits on a shelf gathering dust.” And to help staff live the behaviours, the trust’s new approach is bolstered by a range of training courses, including negotiating for influence and personal brand, to further empower employees”

Senior leaders unveil a blueprint for the future of NHS comms
Feb 10 2020

“Exploring leadership development through the Anderson Programme in the English NHS”
Study opportunity at University of Birmingham School of Social Policy  – closing date for applications is 13th April 2020
Excerpt ” The aim of this [funded PhD] project is to explore one or more of the three strategic themes (the ‘golden threads’) of the Anderson programme: the patient experience; equality, diversity and inclusion; and sustaining improvement. The study will in particular focus on the underlying mechanisms that influence participant development, resultant leadership behaviours and leadership practices.”

Excerpt from study opportunity University of Birmingham webpage “Leadership development can be used in a progressive way to improve health and care services, patient experience and equality, diversity and inclusion of staff and patients.  However, leadership development could also, intentionally or otherwise cause a tendency to groupthink by viewing leadership through a widely shared paradigm or be perceived as a ‘fad’ (Hewison and Griffiths, 2004).  There is a lack of empirical and theoretical research that explores how and why leaders in healthcare, and the people and services they lead, are influenced by leadership development programmes (Crowe et al, 2017).  Although there is a wide array of feedback data and evidence describing many different leadership traits and styles, some is conflicting (Geerts et al. 2019).  Research that theorises why and how leadership development programmes develop leaders and the impact on organisational culture, supported by empirical evidence is lacking (Lega et al., 2017).  This is particularly surprising, given the increased use and costs of leadership development, particularly in health and care.”

Talking Health Leadership – event now passed but tweets available to read
2nd March 2020

Journal articles

The Clinical Teacher (February 19, 2020)

Journal of nursing management (February 3, 2020)

How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees
Int. J. Environ. Res. Public Health 2020, 17(3), 894

Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes
European Journal of Work and Organizational Psychology, Volume 29, 2020 – Issue 1

Team Creativity in Public Healthcare Organizations: The Roles of Charismatic Leadership, Team Job Crafting, and Collective Public Service Motivation
Public Performance & Management Review , Volume 42, 2019 – Issue 6

New books

The Cambridge Handbook of The Changing Nature of Work 
eBook (13 Mar 2020) |Online ISBN:9781108278034
Paperback (31 March 2020)

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

Journal articles

Authentic leadership in healthcare organizations: A study of 14 chief executive officers and 70 direct reports.
Saxe-Braithwaite M, Gautreau S.
Healthc Manage Forum. 2019 Dec 1

How medical specialists experience the effects of a mindful leadership course on their leadership capabilities: a qualitative interview study in the Netherlands.
Vreeling K, Kersemaekers W, Cillessen L, van Dierendonck D, Speckens A.
BMJ Open. 2019 Dec 15;9(12)

Clinical Leadership Development in Australian Healthcare; A Systematic Review.
Pizzirani B, O’Donnell R, Skouteris H, Crump B, Teede H.
Intern Med J. 2019 Dec 8.

The shattered glass ceiling and a narrowing gender pay gap in NHS foundation trusts: gender and salaries of chief executives
Ellwood, Sheila ; Garcia-Lacalle, Javier ; Royo, Sonia
Public Money & Management, 02 January 2020, Vol.40(1), pp.31-41

A gender comparison of motivations for seeking leadership positions among gastroenterologists.
Enestvedt BK, Diamond S, Laird A, Rodriguez SA.
Gastrointest Endosc. 2020 Jan;91(1):26-32

Pathway to professionalizing health leadership in Canada: The two faces of Janus.
Dickson G, Van Aerde J, Tholl B.
Healthc Manage Forum. 2020 Jan;33(1):25-29

The relationship between nurse managers’ leadership style and patients’ perception of the quality of the care provided by nurses: Cross sectional survey.
Zaghini F, Fiorini J, Piredda M, Fida R, Sili A.
Int J Nurs Stud. 2020 Jan

Women in oncology pharmacy leadership: A white paper.
Shillingburg A, Michaud LB, Schwartz R, Anderson J, Henry DW; endorsed by the Hematology/Oncology Pharmacy Association (HOPA).
J Oncol Pharm Pract. 2020 Jan;26(1):175-186

.Nurses’ Generational Differences Related to Workplace and Leadership in Two European Countries.

Chief People Officer bulletin – 20 December 2019 – Improving leadership culture 

Excerpt from bulletin  “The People Plan aims to bring about a culture of compassionate, inclusive and collaborative leadership which is consistent across the NHS. This work is for colleagues at all levels, including those who are aspiring to their first leadership position. In service of that aim, we’re expanding and enhancing some of our programmes to ensure that a broader range of colleagues who are aspiring to leadership roles are given the support and development they need.

Working with colleagues across NHS England and Improvement, we are supporting allied health professionals (AHPs) into leadership roles by providing places on the Rosalind Franklin programme for middle leaders. There has been a significant amount of interest, with 230 applications for 64 places so far. This opportunity coincides with the launch of a new guide for aspiring AHP leaders which can be found here.

We are also developing an enhanced and expanded version of the hugely successful Edward Jenner Programme for colleagues who are looking at progressing into a team leader/manager role. This will be a totally online, freely accessible programme covering fundamentals of both leadership and management, the completion of which will give an award demonstrating the expected standard of competence, helping colleagues to succeed in their future roles.

As part of a wider offer of support and development to systems, we’re developing a new system leadership programme which will bring together both senior strategic and operational middle leaders across a system to develop skills and behaviours. The programme will be delivered in-place, enabling participants to apply their learning in real time on real in-place priorities.”

New NHS ‘head of flexible working’ appointment welcomed
December 2019 
Excerpt from WorkingMums website : Flexible working advocates have welcomed the appointment of the NHS’s new ‘head of flexible working’ as the UK’s largest employer seeks to become more flexible friendly. Jane Galloway, deputy director at the NHS London Leadership Academy, was recently appointed as the health service’s “head of flexible working”. She reports to a “head of improving people practices” in a bid to encourage part-time work and other forms of flexible working in the health service. The appointment follows warnings about staffing shortages in the NHS and increasing stress. One of the big challenges is finding ways to make frontline roles more flexible.

Reports      

Senior Leadership Development Programme – Impact Reports 
The Staff College (Leadership in Healthcare) 

The Peer Leadership Academy is a personal development programme that aims to build people’s (patients) knowledge, skills and confidence so they can play an active role in the personalised care programmes at a national, regional and local level. It is being delivered by Peoplehub CIC in collaboration with the NHS England and Improvement Personalised Care Group

Events

Nurse Prescribing Leadership Summit 2020
Friday 28th Feb 2020

Excerpt “The 2020 Nurse Prescribing Leadership Summit, which is now in its Fourth year, brings together Nurse Prescribers to understand current issues and the national context, and to debate and discuss key issues and areas they are facing in practice.”

EXTENDED SESSION: Developing your leadership skills
Christine McKenzie, Professional Lead Executive Nurse Network
The Royal College of Nursing
• understanding and developing your leadership skills
• developing leadership qualities and behaviours against a framework
• understanding leadership styles and using different styles for different situations
• the role of coaching and mentoring
• ensuring a wider understanding of the whole organisation/system in which you work

 New books

A Guide to Medical Leadership & the NHS 2020-21
 Revised December 2019. and  “relates the ‘big’ topics to everyday leadership for doctors and clinicians of all disciplines.”
First chapter available free
The two versions of the book “include exercises which are designed to help you develop your thoughts and experiences by committing them to writing.  The newest version of our non-printable PDF has been created with this in mind, and allows you type in responses to exercises within the digital document which can then be saved for future reference.”

 Organizational Leadership,
edited by: John Bratton – Emeritus Professor, Edinburgh Napier University,
Additional resources: Online Resources (coming soon Feb 2020)
Expert video conversations with those in leadership roles in the NHS

Mapping Motivation for Leadership
James Sale, Jane Thomas
Routledge,
Table of Contents
Introduction to Motivational Maps  Summary of Motivational Maps  Chapter 1. Unpacking the ‘4+1’ Model of Leadership  Chapter 2. Developing your Self (the ‘+1’) as Leader  Chapter 3. Leadership 360° Motivational Feedback  Chapter 4. Leaders Thinking and Planning  Chapter 5. Leaders Doing  Chapter 6. Leaders Team Building  Chapter 7. What Leadership Isn’t: A 360° Maps Case Study  Chapter 8. Leading to Motivate Employees  Conclusion  Resources Section  Index

Royal College of Nursing Executive Nurse Network
Includes: Directors of Nursing, Chief Nurse, Senior Nurses

Senior champions for Award winning Menopause Network

Excerpt from NHS People Plan bulletin “The Menopause Network works collaboratively with organisations across the health system and the Civil Service to develop guidance, policy and awareness. The network was recognised with a Health and Wellbeing Award at this year’s Civil Service Awards ceremony. Jacqui McBurnie, Chair of the NHS England and NHS Improvement Menopause Network, said “It’s fantastic this important subject has been brought into the open and our work to develop our toolkit has been formally recognised. This is a great achievement and underlines the value of true collaboration between health and the civil service.”

The network has sponsorship and endorsement by senior champions, enabling them to work across boundaries and geographical locations, elevating the Civil Service as ‘exemplar’ and leading the way on being a menopause-friendly employer.”

Blogs

NHS Employers – Lift as you climb

09/01/2020 10:30:00

In this blog Anne-Marie Archard, Director, London Leadership Academy talks about the positive benefits of coaching and mentoring and the key role it can play in supporting career progression.

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.”

Most recent Big Splash edition

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

NEW RESOURCES FOR NOVEMBER 2019

Making the NHS the Best Place to Work
Support for engagement to improve our people’s experience at work
Published by NHS Employers,  10th October 2019

CONTENTS:
Building the NHS as the best place to work
Successful approaches to engagement – reducing variability
Listening to and working with our people to understand and improve
their experience at work
Sharing feedback on making the NHS the best place to work and
helping to shape a new Core Offer

New guide:
Healthcare Executives, The Essentials for Excellence in Leadership and Management.
Find out what Professor Dirk Pickuth has to say about leadership !
Excerpt “Dirk Pickuth is Professor of Radiology and Medical Director of the Caritas Hospital Foundation Trust, Saarbrűcken, Germany. He studied in London and Edinburgh, was a clinical research fellow at the Royal Marsden and is now a visiting professor at the University of East Anglia. Explaining the impetus behind the guide, he said: “I am wholeheartedly Anglophile. My experiences of living and working in the UK alongside people from a wide variety of backgrounds and cultures impressed and influenced me deeply. My affinity for Britain and the NHS stems from a passionate appreciation of the great traditions of healthcare excellence, academic research and clinical teaching in British medicine.””

FMLM is pleased to support the promotion of this comprehensive guide as all royalties will be donated to The Royal Marsden Cancer Charity.

Developing allied health professional leaders — an interactive guide for clinicians and trust boards
NHS Improvement , October 2019
A guide to professional development opportunities and possibilities to support allied health professionals (AHPs) lead at all levels.
Excerpt from website: “This interactive guide describes the common features of the AHP leadership journey, by combining insights and evidence from trust chief executives and chief AHPs. Its primary audience is aspiring AHP leaders and those with responsibility for developing the AHP workforce. It will also interest trust boards, commissioners and other system leaders, keen to recognise the AHPs’ potential for leading and delivery transformation across the health and care infrastructure.”

The role of the NHS provider chair — a framework for development
NHS Improvement
!st November 2019
Excerpt from website: “Certain core characteristics are essential in ensuring success and effectiveness in the chair role. The framework describes these core chair competencies, in the context of the NHS principles and values in the NHS Constitution”

Leadership in strengths-based social care
October 2019, Social Care Institute for Excellence (SCIE) 
Excerpts: “This Insights briefing aims to develop our understanding of and provide practical advice about leading strengths-based approaches and practice that support adults with social care needs.”
“The briefing identifies the key leadership behaviours and practices associated with successfully implementing and embedding strengths-based social care. It draws on interviews with leaders in adult social care and a review of the literature. Illustrative case studies are provided throughout.”
Also Webinar here 

Listening to digital health innovators
NHSx
October 2019
Excerpt from page 19: “The NHS Digital Academy is a virtual organisation set up to develop a new generation of
excellent digital leaders who can drive the information and technology transformation of the NHS. The second cohort is currently underway; with a third due to start in April 2020.
The Topol Programme for digital fellowships in healthcare began with its first cohort earlier
this month. This is part of an ambition to implement technologies such as genomics, digital medicine, artificial intelligence and robotics at a faster pace and on a greater scale than anywhere else in the world.
For more see www.hee.nhs.uk/our-work/building-digital-ready-workforce
HEE Chief Information Officer James Freed is leading on this.”

Sarah Amani is the Digital Champion of the Year

Sarah Amani from Oxford Health was named the Digital Champion of the year at the first ever Black and Asian Minority Ethnic (BAME) Health and Care Awards in London on Thursday, October 17 2019. Sarah works as a senior programme manager for the NHS England (South) funded South of England Early Intervention in Psychosis Programme and was awarded for her achievements on two fronts: setting up the Shuri Network for women of colour and developing numerous digital tools to improve patient outcomes in her specialist area.
More about the Shuri Network here 

The 10 National BAME Health and Care Award Categories are here 

Web pages updated October 2019.
See also Daphne Romney QC  report here
Report into sexism at the BMA published , BMA web page
The BMA has introduced  “initial development of bespoke face-to-face training for all members in elected roles and for chairs of committees on inclusive leadership.”

Leadership Outlook
Magazine from NHS  Leadership Academy South West
This month (October 2019) has a focus on primary care

NHS England: No set date for the full people plan
Healthcare Leader, Nov 5th 2019

………encouraging equality and diversity through recruitment processes? then have a look at a new document on recruitment :

Volume recruitment in the NHS – recommendations for employers
NHS Employers andProfessional Psychology Ltd
14th October 2019
Excerpt “The report outlines recommendations to help modernise recruitment practices in your organisation. It includes tips on a wide range of topics, including encouraging equality and diversity through recruitment processes, advice on how to run assessment centres and recommendations on how to advertise job roles and attract the right staff for your organisation. Written by Joanna Cook, CPyschol, Professional Psychology Ltd, the report brings together findings from ten NHS organisations engaged in innovative recruitment practices. Three external organisations (The College of Policing, The Government Recruitment Service and easyJet) gave examples of their work around volume recruitment, which can provide ideas for employers in the NHS.”

NHS Youth Forum 2019-20
Application Pack: Closing date: Tuesday 12th November

Events

London Leadership Summit 2019
Thurs 21st November
Booking : password required , please contact london@leadershipacademy.nhs.uk to enquire

Excerpt … ” showcasing the work we are busy delivering across the system in London to:

• Work creatively to help craft genuinely positive workplace cultures;
• Support leaders in this context to lead with compassion and meaningful engagement; and
• Encourage people to surrender the notions of leadership in order to engage and develop new approaches to the challenge of leading. 

The Leadership Summit offers those who join us a rich day of interactive and practical workshops, plenary discussions and helpful takeaways. We will ensure that all the themes of our work are covered, including Talent Management, Primary Care, Systems and Inclusion. Under these general headings, we will offer engaging and involving sessions, where attendees will have space and time to consider fresh ideas and new practice. For example, in light of the publication by Routledge of his book entitled “Radical Organisation Development”, Dr Mark Cole from the LLA will offer a workshop on the significance of acknowledging and rethinking power in health and social.

Journal articles

Nurse leadership in new NHS systems.
David A.
Br J Community Nurs. 2019 Oct 2;24(10):46

Treating the “Not-Invented-Here Syndrome” in Medical Leadership: Learning From the Insights of Outside Disciplines.
Myers CG, Sutcliffe KM, Ferrari BT.
Acad Med. 2019 Oct;94(10):1416-1418

Leadership Practices and Patient Outcomes in Magnet® vs. Non-Magnet Hospitals.
[No authors listed]
J Nurs Adm. 2019 Oct;49(10S Suppl):S50-S5

Leadership capabilities of physiotherapy leaders in Ireland: Part 1 physiotherapy managers. 
McGowan E , Elliott N and, Stokes E
Physiother Theory Pract. 2019 Nov;35(11):1027-1043

Leadership capabilities of physiotherapy leaders in Ireland: Part 2. Clinical specialists and advanced physiotherapy practitioners.
McGowan E, Elliott N, Stokes E.
Physiother Theory Pract. 2019 Nov;35(11):1044-1060

How can general  leadership theories help to expand the knowledge of lean leadership ?
Seidel, A et al
Production Planning & Control, 10 December 2019, Vol.30(16), pp.1322-1336

Reflections on a leadership development program: Impacts on culture in a surgical environment.
Vitous CA, et al
Surgery. 2019 Nov;166(5):721-725

EBP Implementation Leadership of Frontline Nurse Managers: Validation of the Implementation Leadership Scale in Acute Care.
Shuman CJ et al
Worldviews Evid Based Nurs. 2019 Oct 22.