If you didnt manage to get to the conference …….here is a
Round-up from Leaders in Healthcare conference, Tues 1st November
BMJ 2016;355:i5977
The Leaders in Healthcare 2016 conference was organised by the Faculty of Medical Leadership and Management and The BMJ, and held in Liverpool on 31st October to 2 November  . Summary of the conference’s highlights.
From FMLM’s own website – conference picture gallery and editorial and Leaders in Healthcare – All things primary care 

Take me to your leader
Parker J ,  Fenton B and Custance M
Excerpt from KPMG report release webpage
This 2016 report into collaboration in UK healthcare explores what makes collaboration successful and what prevents it. To investigate, we’ve asked the views of a number of NHS CEO’s and have interviewed several prominent industry figures.
With some key themes emerging from the report, it is clear that there is significant support for the concept and benefits of collaboration and an appreciation of the difficulties in making it a reality. Some of the stand-out statistics from the study include:

• 68% of respondents felt that the future is all about collaboration and that competition is dead;
• 60% said that there are too few good leaders in the NHS;
• 64% said that the single biggest barrier to effective collaboration between organisations is individual bias and politics.

A randomised study of leadership interventions for healthcare managers
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); p. 358-376
Lornudd C; Bergman D; Sandahl C; von Thiele Schwarz U
NB Leadership in health services is available via NHS Athens but there is a 12 month embargo.
The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers ( n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. No difference in outcomes was found between the two different interventions.
Excerpt from abstract:
This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.

What Works: The trillion dollar quest (PDF of report)
Report by Britnell M (Chairman and Partner Global Health Practice) et al , KPMG in the UK
Tweeted by KPMG International on 31st October 2016

Excerpt:  The findings of this study were generated through triangulation of three parallel research methods:

• A systematic review of the academic literature on management and leadership development to identify the strength of evidence for payback.
  1049 articles were initially reviewed, of which 32 looked in detail at the question of return on investment from healthcare management development, the key messages from which are summarized in the following report.
• Expert insights from people with significant expertise running multiple or large scale management and leadership development programs in healthcare. This included interviews with 22 organizational leaders and KPMG development professionals. A half day workshop was also held with 12 faculty members from the Harvard TH Chan School of Public Health and two large tertiary/quaternary healthcare providers.
• A global search for innovative and successful case studies of management and leadership development in the health industry. A two-way selection process was followed: to contact organizations that were regarded as industry-leading and ask about their development programs, and a ‘bottom up’ process whereby experts were asked to identify organizations whose approaches they saw as ‘world leading’.

Data and lessons from the three streams were analyzed through a thematic synthesis process, with key conclusions summarized in the  report. Links to summaries and commentaries:
Healthcare is changing, so must managers and leaders
Management and leadership development in healthcare
The six rules of good healthcare management and leadership development
Understanding the challenge

Leadership and Management Standards for Medical Professionals (Second Edition) 
Faculty of Medical Leadership and Management , 2016
Excerpt: The standards are articulated as a set of core values and behaviors designed to work across all levels. Building on suggestions from the consultation in 2014, FMLM has identified the core values and principles expected of doctors as leaders and reworded the behavioural statements to ensure they are observable, measurable, and assessable, while allowing scope for personal development.

Saving lives: A meta-analysis of team training in healthcare
Journal of Applied Psychology,  2016 Sep; Vol 101(issue 9):1266-304
Hughes AM, Gregory ME, Joseph DL  et al
A meta-analysis of  129 eligible studies, the authors used Kirkpatrick’s training evaluation criteria (reactions, learning, transfer, results) to answer the following questions:
Is team training in healthcare effective? Finding : yes team training is effective
Under what conditions is healthcare team training most effective? Finding: training design and implementation, trainee characteristics and work environment do not influence team training effectiveness, though feedback appears to decrease its effectiveness.
How does healthcare team training influence bottom-line organizational outcomes and patient outcomes? According to a commentary by Michael West,  the authors found that team training can reduce patient deaths by 15 per cent and medical errors by 19 per cent.

Integrating Cross-Cultural Competencies into leadership development
TD: Talent Development; Nov 2016; vol. 70 (no. 11); p. 54-58
Woodland, T

Current NHS leadership ‘most general practice-friendly ever’, says top GP
GP: General Practitioner; Oct 2016 ; p. 1-1
Bostock  N

Leadership in practice: an analysis of collaborative leadership in the conception of a virtual ward
Nursing Management – UK; Oct 2016; vol. 23 (no. 6); p. 30-34
Stockham, A
Excerpt from abstract: This article describes how collaborative leadership was used to successfully implement a virtual ward in the primary care setting in south-east Powys, Wales. The author describes the leadership style and addresses strategies used to manage the change process. The journey demonstrates how collaborative leadership and working collectively enabled a new service to be developed

Leadership Development Through Online e-Portfolio Creation
OT Practice; Nov 2016 ; p. 29-31
O’Brien, S P and Hight, J

Facilitating guided reflections on leadership activities
Medical Education; Nov 2016; vol. 50 (no. 11); p. 1149-1150
Wagenschutz, H et al 

Using Reflective Practice in a Leadership Course
Nurse educator; Oct 2016
Tesh AS; Kautz DD

Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs
Hospital pharmacy; Sep 2016; vol. 51 (no. 8); p. 635-638
Chappell A; Dervay K
NB Hospital pharmacy is available via NHS Athens but there is a 12 month embargo.
Excerpt from abstract : Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training.
(This idea is being used at Tampa General Hospital, USA) 

The need for leadership training in long-term care settings
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); p. 354-357
Davis JA
NB Leadership in health services is available via NHS OpenAthens but there is a 12 month embargo.

What if NHS leaders were more representative of patients and staff?
BMJ (Clinical research ed.); Nov 2016; vol. 355 ; p. i5828
Nath, Vijaya

Inquiry on maximising the contribution of NHS non-clinical staff – Final Report 
HSJ and Serco
November 2016
Report based on five workshops attended by a broad range of NHS staff , sessions at HSJ Summits at venues across England, and follow up sessions between March and October 2016. During the work contributing to this Interim Report, participants agreed that some simple self-assessment questions might help organisations and system leaders to focus on the issues around the non-clinical workforce. These are the questions.

Questions for organisations

• How valued do our support/non-clinical staff feel? How do we know this; who feels most valued and who least; and what do we do about this?
• Do we understand the value these staff provide, and not just the overhead cost they represent? How do we measure it?
• Do we help these staff understand how they contribute to patients’ experience, outcomes and good use of resources? How can we be sure?
• How do we provide career development opportunities and skills aligned to future needs of the organisation/system? How are career development plans organised to ensure we get the staff we need at the right time?
• What are our measures of job satisfaction and staff engagement, and how do we plan to enhance attention of HSJ readers on their value, at a time of economic stress getting more intense?
• How are we actively challenging upwards to system leaders around the strategic vision for this part of the workforce?
• How does our board present its views on the value of these staff internally and to the wider world, articulating and celebrating contribution of this group? If the answer is by awards, what is the ratio of celebration of clinical/ medical staff to non-clinical staff?
• How will we evaluate (in a proportionate but meaningful way) emerging new support roles?
• Given the Carter agenda on cutting the cost of back office, how will we evaluate the impact of taking staff down a couple of grades on service, colleagues, outcome for staff and public and patients?
• Carter and procurement – fantastic, but where is national procurement expertise and leadership and change in behaviour, and procurement development plans locally? Where are workforce, skills etc?
• How have we engaged the non-clinical workforce that supports clinical workforce effectively and efficiently?
• Given tight finances, is our use of non-clinical staff as efficient as it can be, within the constraints?
• What are the implications of choices based on lowest-cost in staff engagement and quality?
• Are we involving these staff and getting the best value from their contributions and insights into how to improve care?

Questions for system leaders

• Do our narratives about change highlight the importance of all parts of the NHS workforce, including those who support and enable the work of clinicians?
• How are we ensuring providers and commissioners are collaborating to develop this part of the workforce in tandem with reform plans?

Reflections on leadership

‘Mind the Gap’ by Maggie Woods (Lead Consultant Thames Valley and Wessex Leadership Academy)

What the system can do – The role of national bodies in realising the value of people and communities in health and care 
Published November 2016
Wood S and Henderson S and colleagues at the Health Foundation
Excerpt from Executive Summary : This report – produced as part of the Realising the Value (RtV) programme – focuses on how national bodies can best remove barriers to progressing person- and community-centred approaches for health and wellbeing. It reviews the range of mechanisms (often called system levers) national bodies use to influence health and care services to achieve policy objectives, and the impact these have on person- and community centred approaches for health and wellbeing. It suggests what national bodies might best do to help implement and spread these approaches, including the five approaches that the RtV programme focused on: self-management education; peer support; health coaching; group activities; and community asset based approaches.
See also:
Making it happen: Practical learning and tips from the five Realising the Value local partner sites , published November 2016 by Ejbye J and Holman A and Realising the value Ten key actions to put people and communities at the heart of health and wellbeing (This report was written by Annie Finnis, Halima Khan and Johanna Ejbye ( Nesta) , Suzanne Wood, ( the Health Foundation) and Don Redding, (National Voices)