Tag Archives: Pharmacy leadership

October 2019 – News and updates on healthcare leadership

Coaching, Diversity and Inclusion, Generation x Generation Y and Generation Z, Leadership, Staff retention, , , , , , , ,

NEWS

England’s chief nurse unveils £130,000 funding to develop primary care nurse leaders
Nursing Standard
Snell J
25th September 2019
Also HSJ 24th September – New money to strengthen PCN nursing leadership

Expo 2019: NHS Confederation BME Leadership Network offers influence, voice and opportunity for BME leaders
Joan Saddler, Director of Partnerships and Equality at the NHS Confederation
NHS Confederation, 30th Sept 2019

Black History Month Leadership Event
NHS Yorkshire and the Humber Leadership Academy
16th October 2019, Leeds

The Service announces new leadership structure to support pioneering strategy
London Ambulance Service NHS Trust
24th September 2019

4th Women in Healthcare Leadership Summit, Australia , October 2019 
PDF gives run down of all the sessions over 2 days
Excerpt from PDF “Australia is known for having one of the best healthcare systems in the world, but recent developments have shown we have room for improvement. As Healthcare continues its customer-centric transition, we must push to infuse patient journeys with human warmth and drive equitable health outcomes across all segments of our multicultural society. To realise this growth and take Healthcare into the future, we’re going to need thoughtful, innovative leaders with a competitive suite of skills. ”

REPORTS

A Burdett Trust for Nursing funded study on an evidence-based nurse retention model
Excerpt “Bouremouth University Associate Professor Janet Scammell is the Principal investigator of the Burdett Trust for Nursing funded research, looking at how nursing levels can be improved or maintained through the collaborative development and use of an evidence-based nurse retention model, known as TRACS (Transition, Resilience, Authentic Leadership, Commitment, Support).  ”

“The TRACS model focuses on key factors known to impact on intention to stay:

  • supporting Transition at key career and personal life junctures (such as access to childcare)
  • building Resilience to develop positive coping strategies,
  • facilitating Authentic nurse leadership throughout the organisation,
  • securing Commitment to working practices that support work-life balance
  • providing on-going personal and professional Support for staff health and wellbeing.

The two-year study  concluded in September 2019″
Presentation slides here  Improving Nurse Retention Conference 2019
Making TRACS to improve nurse retention: Project findings
Leadership and valuing staff workshop summary (from above conference)

Strengthening midwifery leadership: a manifesto for better maternity care
The Royal College of Midwifery
Published August 2019

Image excerpt from document above

BLOG POST

Tackling ‘imposter syndrome’: working with third sector leaders
The King’s Fund
Blog by Naylor, D, 19th September 2019

Excerpt from blog “What can we do to resist our imposter feelings?

The literature suggests the following.

  • Talk about it – others may also be struggling with similar feelings.
  • Understand – the syndrome is well researched. Knowledge can help disrupt a negative script.
  • Know what triggers negative feelings. Big groups do it for me. Now I know this, I can have a different conversation with myself when I am revising my well-researched lecture at 3am on the day.
  • Record achievements to disrupt the script of ‘I know nothing’.
  • Think ‘good enough’ – perfection is impossible, particularly when an issue is complex.
  • Be curious about feeling particularly stupid or incompetent – while this is felt personally, it may also be a clue about something difficult emerging in a conversation; something no one feels confident about managing. Bracketing this off as just another example of how incompetent one is, is to miss the opportunity to talk about what may really be going on.
  • Self-doubt is a core skill – to learn one must be prepared to radically question what one assumes to be true. Dismissing this doubt as ‘just imposter syndrome’ can mean missing moments of productive reflection.
  • Pay attention to hours worked – while it may be routine in some work cultures to work long hours this can be a reason not to have conversations about why we work so hard and why we collectively agree to this.

The sense of being an imposter is real and can be personally debilitating, but it is more than a personal experience. If, in a group, 50 per cent of people are privately struggling with their sense of being imposters, it will have a profound impact on the way the group works; what it notices and what and whom it ignores. Speaking up despite feeling like an imposter is an important skill for all of us, if we are to remain thoughtful, curious and help others to keep learning.”

PODCAST

 Deborah Lee on mental health – leading the way and tackling stigma

Deborah Lee, Abigail Hopewell and Mark Pietroni (Gloucestershire Hospitals NHS Foundation Trust)

25 / 09 / 2019

Excerpt from NHS Employers website  “In this podcast Deborah Lee, chief executive of Gloucestershire Hospitals NHS Foundation Trust talks about her decision to share her own experience of mental health with her staff, and the importance of leading the way and tackle stigmas associated with mental illness. She encourages leaders to develop organisational cultures that prioritise the mental wellbeing of staff and enable open discussion of mental health, saying “one of the responsibilities of leaders is not just to lead the organisation you are in, but to recognise that you can set the tone for leadership more generally.” ”

INCLUSION AND DIVERSITY

Evaluation of the NHS Workforce Race Equality Standard (WRES)
NHS England, 20th September 2019
Excerpt “This document is an interim report detailing the first six months of an evaluation of the WRES. This is an independent evaluation, conducted at the University of Sheffield, in conjunction with Lancaster University, with funding provided by NHS England.”

Diversity and inclusion – the roadmap to success, 1 October 2019
Local Government Assocation
Download the presentations from this event

JOURNAL ARTICLES

Creating room for evidence-based practice: Leader behavior in hospital wards.
Renolen Å, et al
Res Nurs Health. 2019 Sep 23

Mentoring millennials for nursing leadership.
Bittner A.
Nursing. 2019 Oct;49(10):53-56

A model to streamline career progression for nurse managers and retain emerging leaders.
Stamps DC, Beales S, Toor M.
Nurs Manage. 2019 Oct;50(10):28-34

Reflection on creating a coaching approach to student nurse clinical leadership development.
Leigh J, Littlewood L, Lyons G.
Br J Nurs. 2019 Sep 26;28(17):1124-1128

‘Dignity and respect’: An example of service user leadership and co-production in mental health research. 
Faulkner A, Carr S, Gould D, Khisa C, Hafford-Letchfield T, Cohen R, Megele C, Holley J.Health Expect. 2019 Sep 26

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. 2019 Sep 25

Investigating the Role of Stress-Preventive Leadership in the Workplace Hospital: The Cross-Sectional Determination of Relational Quality by Transformational Leadership.
Stuber F, Seifried-Dübon T, Rieger MA; Contributors of the SEEGEN Consortium, Zipfel S, Gündel H, Junne F.
Front Psychiatry. 2019 Sep 3;

Why nursing associates are splitting opinion
Launder M
Nursing in practice
Tuesday 1st October, 2019
Excerpt ” To analyse its impact so far and potential to contribute to the profession, Nursing in Practice spoke to a variety of stakeholders, including nursing associates, academics and policy makers.”  “Ms Bayliss-Pratt  (HEE Chief Nurse, currently taking a six-month secondment as pro vice-chancellor at the University of Coventry) says HEE must make sure the role is properly communicated: ‘We’ve got to speak to leaders in the clinical fields about this role and ensure they understand exactly what the role is, what it does and how it adds value.’ “

CALL FOR PAPERS

Humanistic Leadership in Different Cultures: Defining the Field by Pushing Boundaries
Emerald Publishing, special issue of Cross Cultural & Strategic Management
The submission portal for this SI will open October 1, 2019

 

 

First Knowledge Hub post of 2018 on new leadership resources

Change, Coaching, Inclusive talent management, Leadership, Mentoring, Organisational development, Patient perspective, Staff engagement, Talent Management, Transformational research, Uncategorized, , , , , , , , , , ,

Welcome to our first Knowledge Hub post of 2018 on leadership resources

The post this month is divided into journal articles, inclusion and talent management, think tanks, learning resources area, practical tools area and parliamentary reports .

Text emboldened in red is linked to the abstract/summary or full text or a webpage, but we have also provided a link if you click on the symbol.

The symbols explained-
A link to the full text that is free for you to use.
These are indicated by the symbol   
For the links with the   symbol such as those PubMed links then your NHS Athens account may be able to provide the article full text.
For resources with the symbol please contact your local Health Care Library and see if they have it in stock or are able to order it for you .

Best wishes to all readers of the Knowledge Hub for their 2018,  from the Bodleian Health Care Libraries team.

To find your nearest Health Care Library in the UK  and in Republic of Ireland there is a searchable database  here

Journal articles area!

How should medical schools prepare medical students for leading the NHS?
Br J Hosp Med (London). 2018 Jan 2; Vol 79(Issue 1):44-46
Kazzazi F, Bartlett J, Finnerty E.

How should health leaders approach morally contentious policy issues?  
Healthcare Management Forum. 2018 Jan;31(1):29-31
Kekewich M, Landry J, and Roth V

StrengthsFinder® signature themes of talent in pharmacy residents at four midwestern pharmacy schools   
Curr Pharm Teach Learn. 2018 Jan – Feb; Vol 10(Issue 1):61-65.
See blog post here for a description of the StrengthsFinder tool
Quotation /Excerpt from blog by Sophie Francis of Langley Group   : “Clifton StrengthsFinder 2.0® is used extensively in global organisations, especially in the United States. Developed in 2001 by researchers at Gallup, the tool arose from empirical interviews in workplaces and academia that pinpointed recurring patterns of thought, feeling and behaviour (talents) associated with success. Marcus Buckingham and Donald Clifton saw strengths as the result of natural talents refined by knowledge and skill, defining them as “the ability to produce consistent, near-perfect performance in an activity”. Their tool reflects this focus on high performance. StrengthsFinder 2.0 measures 34 strengths across talent themes to reveal a brief set of strengths (top 5) that are applicable in a work context. While the tool arises from research, it is not peer reviewed or used in empirical studies. Practitioner certification is required. StandOut is a more recent and basic tool, which draws on the Gallup data and contemporary concepts of strength clusters. Buckingham developed it for easy use by individuals and teams at different levels of an organisation.”

Leadership development programs for health care middle managers: An exploration of the top management team member perspective
Health Care Manage Rev. 2018 Jan/Mar;43(1):79-89
Whaley A and  Gillis WE
Excerpt from PubMed abstract – Findings and Practice Implications
FINDINGS:
We identified four types of development programs used in the selected hospitals: (a) ongoing series, (b) curriculum-based, (c) management orientation, and (d) mentoring. Challenges existed in aligning the need for the program with program content. Communication occurred both through direct messaging regarding policies and procedures and through hidden signals. TMT [Top Management Team]members referenced other programs for guidance but were not always clear about what it is they wanted the programs to accomplish. Finally, there was limited program outcome measurement.
PRACTICE IMPLICATIONS:
Our small sample indicates that specific, structured, and comprehensive programs perform best. The better programs were always trying to improve but that most needed better accountability of tracking outcomes. In setting up a program, a collaborative approach among TMT members to establish what the needs are and how to measure outcomes worked well. Successful programs also tied in their leadership development with overall employee development.

Hypocritical flip-flop, or courageous evolution? When leaders change their moral minds
J Pers Soc Psychol. 2017 Nov;113(5):730-752
Kreps TA, Laurin K and Merritt AC

Doing what we can, but knowing our place: Being an ally to promote consumer leadership in mental health
Int J Ment Health Nurs. 2018 Feb;27(1):440-447   
Excerptsfrom PubMed abstract: “non-consumers who support consumer partnerships and leadership (known as ‘allies’) have an important role to play in facilitating and supporting consumers in leadership roles. Allies currently have more potential to influence resource allocation, and might be viewed more credibly by their peers than consumer leaders themselves.” “In the present study, we address the importance of allies for the consumer movement. It proposes some ‘rules of engagement’ to ensure that allies do not intentionally or otherwise encroach on consumer knowledge and expertise, so that they maintain the important position of supporting consumers and facilitating the valuing and use of consumer knowledge, expertise, and ultimately, leadership.”

How is success achieved by individuals innovating for patient safety and quality in the NHS?
BMC Health Serv Res. 2017; 17: 640.   
Laura Sheard, Cath Jackson, and Rebecca Lawton
Excerpts from full text : “The concept of leadership was part of our original focus and one of the a priori research questions. The topic guide contained several questions about leadership and participants answered these questions to varying degrees. However, when analysing the dataset we did not get the impression that leadership per se was a point of interest to these participants. In fact, leadership was rarely spontaneously mentioned and answers to the topic guide questions about leadership were sometimes perfunctory.”
”  It is interesting that none of our participants explicitly spoke about distributed leadership as an approach they take. Yet, in describing how they approached the task of delivering the innovation, this is the style of leadership most participants implicitly adopted in order to connect people and teams, sometimes in challenging situations or environments.”
“When investigating ‘what works’ at the level of individual, we found that the main factors were around: personal determination, the ability to connect people and teams, the ways in which innovators were able to use organisational culture to their advantage and their ability to use evidence to influence others. It is important to acknowledge that determination, focus, persistence were important personal characteristics as were skills in challenging the status quo. Innovators were able to connect sometimes disparate teams and people, being the broker between them in negotiating collaborative working. Some participants were able to use the culture of their organisation and the current patient safety agenda to their advantage (others found organisational culture stifling and this is discussed ). Gathering robust data to demonstrate that their innovation had a positive impact was seen as essential to its progression.”

Inclusion and talent management area

Enabling Black and Minority Ethnic (BME) Nurse and Midwife Progression into Senior Leadership Positions
December 2017 by Paul Reeves (NHS Improvement) and Dr. Habib Naqvi (NHS England)
This report sets out the findings following an appreciative enquiry into improving the representation of Black and Minority Ethnic (BME) nurses and midwives across the higher ‘agenda for change’ pay bands. It summarises the learning from the enquiry and engagement work and includes examples of best practice approaches (see identifification of what the best performing trusts in the Workforce Race Equality Standard (WRES) area were doing) and a number of suggested actions to support improvement.   

What is this appreciative enquiry?
An appreciative enquiry (or inquiry) is described on this website as “Appreciative Inquiry (AI) is a change management approach that focuses on identifying what is working well, analyzing why it is working well and then doing more of it.”

The appreciative enquiry was undertaken in three parts:
 Literature review and review of the WRES data – NB The references are on page 18-22 of the report with many full text links
 Meetings with senior BME nurse leaders from NHS England, NHS
improvement, the RCN, and a number of provider sites
 Semi structured interviews with executives from six provider
organisations who performed well in the WRES

NHS Trust is the first to sign UNISON’s new apprenticeships charter
Southport & Ormskirk Hospital NHS Trust has become the first organisation in the country to sign up to UNISON’s apprenticeship charter.    
December 2017
The full text of the charter is here  

Think tanks area!

Making sense of accountable care
The King’s Fund , post by Chris Ham on Jan 18th 2018     
and
comments here https://www.kingsfund.org.uk/publications/making-sense-accountable-care#comments-top

Learning resources area!

Free full text journal articles from Sage Publications , on coaching and mentoring:
an online resource to support this book – Coaching and Mentoring: Theory and Practice
Select SAGE journal articles           are available to give you more insight into each of the book’s chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
This book is in its Third Edition (published November 2017)  and is authored by

  • Bob Garvey – Managing Partner, The Lio Partnership, a coaching and mentoring consultancy in the UK
  • Paul Stokes – Sheffield Hallam University, UK
  • David Megginson – Sheffield Hallam University, UK

  Free access to whole of chapter 3 – Creating a Coaching and Mentoring Culture

Waters Foundation
The Waters Foundation’s vision is to deliver academic and lifetime benefits to students through the effective application of systems thinking concepts, habits and tools in classroom instruction. Systems thinking is frequently mentioned in the wider literature about leadership development.
There is a host of free resources on their website    
Waters Foundation’s own Research findings
Other research findings 
Searchable database containing a variety of resources across subject areas and levels 
specific articles : eg “Seeing Below the Surface: Systems Thinking”, Yates J and Davidson A

Revised and updated edition of this book is now available and has a chapter on inclusion : 


Enhancing Adult Motivation to Learn: A Comprehensive Guide for Teaching All Adults

See Chapter 6  – Establishing Inclusion among Adult Learners

Practical tools area

Retaining your clinical staff: a practical improvement resource
      NHS Improvement, Dec 2017

This improvement resource with several mentions of the actions and role of leadership outlines key steps to improving retention of clinical staff. We have distilled advice from interviews with trust HR directors, directors of nursing and medical directors.
Do we know why our staff leave and why our staff stay?
What mechanisms do we have to engage and empower staff to drive forward their ideas?
How can we be sure that all our staff are aware of and can benefit from our retention initiatives?
This resource was developed in response to trusts’ requests for examples of best practice around improving retention through interviews with trust HR directors, directors of nursing and medical directors. It showcases proven approaches to improving staff retention with NHS organisations and builds on the same retention themes explored by NHS Employers in  and extends this support with more examples of the innovative approaches being trialled in trusts.

Parliamentary reports   

Accountable Care Organisations, published on Jan 9th 2018, authored by Alex Bate
A Commons Library briefing paper looks at the introduction of Accountable Care Organisations (ACOs) in the NHS in England, the development of the ACO policy, and comment on its potential impact.

Latest News – November 2016

Change, Inclusive talent management, Leadership, Organisational development, Patient perspective, Talent Management, , , , , , , , , , , , , , , ,

If you didnt manage to get to the conference …….here is a
Round-up from Leaders in Healthcare conference, Tues 1st Novembertick
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 leadertick
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 managers119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services (Bradford, England); Oct 2016; vol. 29 (no. 4); pound-signp. 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)tick
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 , 2016tick
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):1266-304119710687050730804piotr_halas_padlock.svg.hi
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 development119710687050730804piotr_halas_padlock.svg.hi
TD: Talent Development; Nov 2016; vol. 70 (no. 11); p. 54-58
Woodland, T

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

Leadership in practice: an analysis of collaborative leadership in the conception of a virtual wardtick
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 Creationpound-sign
OT Practice; Nov 2016 ; p. 29-31
O’Brien, S P and Hight, J

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

Using Reflective Practice in a Leadership Coursepound-sign
Nurse educator; Oct 2016
Tesh AS; Kautz DD

Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs119710687050730804piotr_halas_padlock.svg.hipound-sign
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 settings119710687050730804piotr_halas_padlock.svg.hipound-sign
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?tick
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 Sercotick
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 leadershiptick

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

“Mind the Gap”

I had the privilege to hear Dame Ruth Carnall talk and reflect on her career in the NHS. She talked about some of the challenges that she had faced, and also the future challenges that NHS leaders face.

The new structure of the NHS provides us with lots of opportunities, but also challenges. I have myself struggled to understand how the new system will work and I have noticed that since the changes there have been times when I have become focused on the day to day workload and delivering my personal objectives.

If we are to meet the needs of our population in terms of health and social care provision within the much talked about financial challenges, the one thing that most of us would agree is that we need to integrate more. My reflections when working with teams is that there can often be mistrust of other teams within the system and assumptions made about the other team’s motives.

My belief is that everyone in the health and social care sector has similar values and beliefs about improving health and wellbeing of our population.  It is why we all do what we do. We come to work to make a difference. The opportunity for us now is to look up, to work across the gaps in structures and to enter each interaction with the understanding that we all trust each other.

Our academy is working with leaders across health, social care, the voluntary sector and with citizen groups to look at ways that we can empower our communities. The aim is to reduce dependency on health and social care services by listening and designing services with patients and citizens.

This new style of leadership programme “ Leading Empowered and Health Communities “ is built on the value of co-production- it feels like a good place to start to close the gap.

Personal, fair and diverse campaigntick
Relaunch of this campaign with a new facebook page
The Facebook group which goes live on 21 November at 12 noon will give the chance to be part of a wider conversation, sharing stories, learning, best practice and ideas with other organisations in the NHS and other PFD champions. The group is a closed group just for champions to discuss PFD related work in a safe environment.
To become a champion, follow on twitter @NHSE_Diversity using #PFDchamps or join our new closed Facebook group. For more information about PFD champions there is a personal, fair and diverse NHS web page.

What the system can do – The role of national bodies in realising the value of people and communities in health and care tick
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)

Health as a social movement tick
Published by Nesta (an innovation charity), Sept 2016
Del Castillo J, Khan H, Nicholas L  and Finnis A
Looks at the role of facilitative leaders in bringing about change inside and outside the NHS for the benefit of people’s health

The future of commissioningtick
by NHS Clinical Commissioners-the independent collective voice of clinical commissioning groups, October 2016
Excerpt: The unique value of CCGs is their combination of credible clinical leadership, expertise and local knowledge of the communities they serve. This local dimension must not be lost as new models of care and new commissioning relationships and footprints take shape. We recognise that clinical leadership is instrumental to the health and care system across the commissioner-provider spectrum, but this system-wide participation has an unavoidable consequence of potential competing interests.

 

Latest news – January 2016

Leadership, Organisational development, Staff engagement, , , , ,

NHS Employers – resource page on staff engagementtick
A webpage of resources including a link to the evidence base (scroll down)

Linking Nurse Leadership and Work Characteristics to Nurse Burnout and Engagementpound-sign
Lewis, H et al
Nursing research, Jan 2016, vol. 65, no. 1, p. 13-23
Study of 120 nurses and effect of transformational leadership on work environment characteristics and engagement.

‘Watching an artist at work’: aesthetic leadership in clinical nursing workplaces
Mannix J, Wilkes L and Daly Jpound-sign
Journal of Clinical Nursing, Volume 24, Issue 23-24,pages 3511–3518, December 2015
Article explores moving away from leadership style based on teamwork, quality and safety to one encompassing a moral dimension with themes of ‘be seen in the clinical area’; leading with composure; ‘a sense of calm in a hideous shift’ and ‘create an environment just by your being’. Based on Australian data collected from 43 nurses (interview data and written accounts).

Dimensions, discourses and differences: trainees conceptualising health care leadership and followershippound-sign
Gordon L et al
Medical Education, Volume 49, Issue 12, pages 1248–1262, December 2015
Posits the “individualist” (individual behaviour, hierarchy and personality) model of leadership and followership as being the dominant model amongst the medical trainees interviewed either individually or in a group setting, in contrast to contemporary view of leadership as a group process.  65 UK medical trainees across all stages of training and a range of specialties were interviewed.
Open access article BMJ Open by Lisi Gordon et al  – Leadership and followership in the healthcare workplace: exploring medical trainees  experiences through narrative inquiry.

Evaluating pharmacy leader development through the seven action logics
Philip A et alpound-sign
Am J Health Syst Pharm. 2016 Jan 15;73(2):82-5
Article based on interviews with 14 leaders who have won national awards for contribution to pharmacy practice, examining characteristics of leadership behaviour in different life stages – early years, education and work years and with benefit of formal education and mentorship.

Health Management Forum, January 2016 issue , Canadian College of Health Leaderstick
“Health Management Forum  is the official peer-reviewed journal of the Canadian College of Health Leaders. The journal publishes articles on leading practices related to health leadership and management, including recent research, new technology and professional practices from health leaders’ perspectives” (excerpt from webpage). Many of the articles are open access.
Examples:  A system of system lenses for leadership decision-making,  Politics trumps policy: How health ministers make decisions, and  Physicians at the executive table.

Exploring senior nurses’ experiences of leading organizational change
Boyal, A and Hewison, Apound-sign
Leadership in Health Services, Vol. 29 Iss: 1 (January 2016), pp.37 – 51
Article aims to address the gap in research in how senior nurses lead change. The researchers from Queen Elizabeth Hospital Birmingham UK and University of Birmingham UK found that senior nurses focused on leadership and workforce issues, internal influences and external pressures. Senior nurses were found to provide stability in times of change but need to be given time and support to lead and influence strategic decision making,  and also to provide the “nursing voice” at board level. 

Case study from NHS Employers:  Supportive leadership training from Coventry and Warwickshire Partnership Trust (published January 2016)tick
Case study looks at this mental health Trust  and describes the challenges , steps to success and top tips for other trusts.
The Trust decided to take part in a pilot programme of training specifically to explore the link between supportive management behaviour and sickness absence, they have since committed to rolling out the ‘train the trainer’ programme in 2016 as part of a band 7 leadership programme.

The role of leader emotion management in leader–member exchange and follower outcomestick
Little LM, Gooty J and Williams M
The Leadership Quarterly, Vol 27, Issue 1, February 2016, Pages 85–97 (Open Access)
Article has substantial literature review and addresses the gap in knowledge of how leaders’ behavioural strategies are used to manage negative emotions by followers.