NOVEMBER2019

www.southwestleadership.nhs.uk

Talent ManagementTM Diagnostic

Regional Talent Board

Christina QuinnDirector, NHS South West Leadership Academy

foreword from Zoe

It was my nephew’s 18th birthday recently and as my family need no excuse to party, this seemed like a legitimate reason to get together with friends to celebrate Louie the birthday boy. We had a great time, so much so that when the idea to carry on into town was mooted, I, my other half and one of my brother-in-law's (all of us way too old for this!), thought it was a brilliant idea. Coming from a big Italian family, there’s always another party to join so we headed into Camden Town for another birthday celebration. The words “it seemed like a good idea at the time” come to mind, but there you go!

I was so impressed by the conversations we had with the youngsters. They were highly animated about the extinction rebellion rallies that they had either taken part in, or been caught up with and we had an in-depth chat about knife crime. Considering the hour, company and evening, I was so impressed by just how much passion and sense they portrayed, our youngsters really are leading the way.

The future of our NHS workforce was a theme in both the NHS Compact meetings held in the south west last month. Conversations were held about how we need to change as an employer to be relevant and contemporary for our future workers. And this is something which needs to energise us as we start to think about the future of our work and how it resonates with the broader NHS workforce. What I hope is that the values and behaviours we’re so keen to incorporate into the Compact are ones that make a positive difference to all of us as we move into the future.

Have a good month all.

@ChristinaQuin16

Zoe Spittle Coaching & Talent Lead at SWLA

Talent Management Diagnostic Tool

Welcome to the November edition of our newsletter where, this month, we focus our attention to Talent Management.

Over the past months I’ve been working with a number of organisations, from across the region, who have been early adopters of the Leadership Academy’s Talent Management Diagnostic Tool.

Work has taken place, at a National Level, over a couple of years designing and engaging this resource and it has been a privilege to work with individuals who have adopted the use of the tool and are now reflecting on their reports and engaging their action plans for future improvement.

This tool, along with a hub of resources will be available to all organisations in January and this edition provides you with some information on the tool along with useful feedback from our early adopters on their experience.

I hope you will find this useful in readiness for the launch which I believe will support you to focus on your talent management priorities and apply the most appropriate tools and resources that will enable continuous review and improvement.

This month also places some focus on the Regional Talent Board (RTB). It’s been a year since the Board was establish in the South West and with their first assessment centres taking place this month, we felt this was a fantastic opportunity to tell you more about the key priorities and ambitions of the RTB.

Finally, with the Christmas and New Year period fast approaching this could be the perfect time for your own reflections on your development priorities. With various tools and resources available to support you we have taken the opportunity to share with you some of our most popular.

During this busy time and, what feels, constant periods of change/transformation don’t forget to take some time out for yourself too!

I hope you enjoy reading this issue – have a great month.

@TaggyZoe

TALENT MANAGEMENT DIAGNOSTIC TOOL

Continued

The Talent Management Diagnostic tool has been designed with our peers from across the Local Leadership academies and National Academy with a high level of engagement from our colleagues across regional organisations.

We know that organisations are all at different stages of their talent management journeys, and one size does not fit all. Therefore, the tool is designed to flexibly enable all NHS organisation to explore their current position against good healthcare talent management and their aspirations on where they want to be.

What is the TM Diagnostic Tool?

The tool has been designed to enable NHS organisations to review themselves against robust and evidence-based indicators of effective talent management within healthcare.

The tool, along with the final report, has been split into 5 domains:

The report, which is then generated, provides insights into areas of progress and strength together with weaker areas which may require more immediate attention.

It is hoped that this in turn can support organisations to focus on their talent priorities, continuously review and improve their approach, and apply the most appropriate tools and resources.

Developing and mobilising talent

Connecting talent

interventions across local health and

care systems

Equality, diversity and inclusion in

talent management

Identifying, managing and retaining talent

Enabling a culture of talent management.

TALENT MANAGEMENT DIAGNOSTIC TOOL

Talent Management Diagnostic Tool

Who has accessed the TM Diagnostic Tool so far?

Across the country, 12 organisations were originally chosen to complete the pilot of the TM Diagnostic Tool and following some initial feedback and updates to the tool each region has been working with some early adopter organisations to further increase the use of the tool and gain further evaluation ahead of a full launch. The early adopter organisations from within the South West are :

What’s next?

Evaluations from our early adopters has started to be collated and will feed into further improvements of the Diagnostic Tool. Ourselves, along with our colleagues from across the Local Leadership Academies and the National Academy will be enhancing the supporting material and resources that will be made available when the full launch takes place. Watch this space (link to website page) for further updates as the plan to release the diagnostic tool and supporting toolkit will be January 2020. In the meantime, please read on for further information that will support you and your organisations to get ready for the launch.

• Bournemouth, Christchurch and Pool Council

• Bristol, North Somerset and South Gloucestershire Clinical Commissioning Group

• Cornwall Partnership NHS Foundation Trust

• Devon Partnership NHS Trust

• Dorset Clinical Commissioning Group

• Dorset Council

• Dorset County Hospital NHS Foundation Trust

• Dorset Healthcare University NHS Foundation Trust

• Great Western Hospitals NHS Foundation Trust

• Poole Hospital NHS Foundation Trust

• Somerset Partnership NHS Foundation Trust

• The Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust

• Torbay and South Devon NHS Foundation Trust

• University Hospitals Bristol NHS Foundation Trust

COMPLETING THE TM DIAGNOSTIC

Talent Management Diagnostic

Step 1 – Paper based version It is strongly suggested that you should print off the ‘Talent Management Diagnostic Preparation Tool’ and review the indicators with others in your organisation prior to completing the online version. You can then collect information, add to and amend the paper version before sitting down to enter your organisational data into the digital diagnostic. Both the paper diagnostic preparation tool and the online diagnostic use the same 5-point rating scale summarised below.

• Not yet: The organisation has not yet considered or started to implement this element of talent management practice

• Partially: The organisation has started to work on or implement this element of talent management practice

• Mostly: The organisation is well underway with or has implemented this element of talent management practice to a large extent

• Fully: The organisation has fully and successfully embedded this element of talent management practice

• Unknown: The organisation’s progress in this area is unknown

Split into the 5 domains it will enable you to structure your conversations and aim the appropriate content to your audience as you engage with the many different colleagues within your organization.

In areas where national resources have been developed, the report will signpost to relevant tools and guidance to support implementation. There will be a direct link to resources via the digital copy of your report online.

Step 2 – online assessmentOnce you have fully completed the paper based preparation tool you will be ready to imput your organisations ratings into the online assessment tool.

Please do not rush step 1 as that is the stage that provides you with all the detail and the narrative behind your ratings.

We recommend you set aside adequate time to complete the online assessment and where possible, do so in a quiet room, free from distractions. Providing you have been able to carry out the preparation work described above, completion of the online diagnostic will take approximately 30 minutes. This does not need to be completed in one sitting and you will have the option to revisit or amend items as many times as you need before you submit.

Organisational Report

Organisations will receive their reports digitally as soon as final digital submission of the diagnostic has taken place. This document will be downloadable/printable and will provide you with a comprehensive set of responses to help guide your next steps

Don’t be over whelmed as this is a large report containing a lot of detail that you can use to continue to engage with your colleagues and to support you in identifying key next steps.

Toolkit resources

In addition to the diagnostic tool, colleagues from across the regional and national teams, along with stakeholders from organisations across the country, have been pulling together key tools and resources that you can use to support you with your nest steps.

In areas where national resources have been developed, the report will signpost to relevant tools and guidance to support implementation. There will be a direct link to resources via the digital copy of your report online.

Please click here to view the TM diagnostic tool videos

BEKI DELLOW TALKS ABOUT DORSET HEALTHCARE'S EXPERIENCE OF USING THE TALENT MANAGEMENT DIAGNOSTIC TOOL

What was the ask?To use the Talent Management diagnostic tool within our organisation to establish our baseline of Talent Management interventions to date and to guide us in how to move forward.

What has been your experience of being a talent management diagnostic early adopter?The diagnostic tool was easy to use and although there were 150 questions related to Talent Management in five different domains, they were fairly easy to work through with the right individuals who were specialists in these specific areas.

What have been the three biggest benefits, to date, of being an early adopter for the talent management diagnostic tool?

In your own words what have you learnt from the experience so far and the impact this will have for the future of talent management in your organisation? I have discovered some outstanding work that Dorset HealthCare are already doing which relate to Talent Management such as delivering leadership courses for staff at all levels within the organisation and having a dedicated and skilled Quality Improvement Team who support staff to be innovative and lead on development and improvement projects at all levels. I hope that we will develop a brilliant inclusive Talent Management Service which will value talents in everyone and enable individuals to use and grow their talents for the benefit of all.

What other reflections would you like to share?

Outcomes, impact and next stepsNow we have a baseline related to Talent Management and as Talent Management Lead for Dorset HealthCare, it will help me to form a plan for formal implementation of Talent Management, starting with developing our own definition of ‘talent’ and then creating a Talent Strategy.

1. Raised awareness of Talent Management within the organisation and wider system

2. Connected people within the organisation

3. Highlighted what amazing Talent Management related interventions we are already delivering but hadn’t consideredas part of Talent Management.

The diagnostic

tool is a great tool to establish a baseline of

Talent Management within your organisation or wider

NHS system and to help establish a way forward in implementing or improving

Talent Management interventions.

Don’t be overwhelmed by its

content, see it as a prompt to help you focus on what ‘perfect’ looks like and use them to guide

your next steps, even if this is starting to introduce Talent Management from

scratch! I would thoroughly recommend taking an inclusive approach to Talent

Management where all staff have talent/s and include as many

interested people as you can to drive this cultural shift

forward.

INTRODUCING THE SOUTH WEST REGIONAL TALENT BOARD

Aspiring Director Talent Pool

Nurturing our talent goes to the heart of making sure the NHS develops the right leadership capability to serve future generations of people and their communities. It is also imperative to support our people working day to day within the NHS, ensuring they have the diverse senior leadership they both need and deserve.

The South West Regional Talent Board (SW RTB) is the body created to drive a fresh approach to talent management in the NHS, Chaired by Ann James, Chief Executive at University Hospitals Plymouth NHS Trust. The RTB consists of senior representatives from organisations across the region, including providers, commissioners, NHS England and NHS Improvement, Health Education England and the NHS Leadership Academy.

Our ambition for the first Regional Talent Board in the South West of England is that we start to identify, develop, support and deploy leaders at all levels much more effectively. Aspire Together will help to deliver compassionate, inclusive leadership, which is key to a high quality and sustainable health and care system. While the board itself gives impetus to the work, Aspire Together is very much ‘by the region for the region’.

The SW RTB was established in September 2018 and since then it has been developing Aspire Together’s programme of work across the South West.

Our vision is to create the conditions for our talented people in health and care to reach their individual potential whilst maximising our collective impact for improvement through inclusive, holistic approaches and embracing the diversity of opportunity within the South West.

This will be achieved through embedding good practice, inclusive cultures and talent management interventions in all organisations – and where Talent management is owned and valued by the whole system.

Our good progress so far has been led and supported by our system leaders from across the South West and we would like to thank you for your continued support - we have much more to do.

To find out more about the South West Regional Talent Board or the Assessment Centre process please contact the Aspire Together South West team on 01454 252732 or aspire.togethersouth-west@nhs.net

Who’s who

Caroline Lilley-WoolnoughRegional Project ManagerMobile: 07825 696558

caroline.lilley-woolnough@leadershipacademy.nhs.uk

Heidi MouleProject AdministratorTel: 01454 252732

heidi.moule@leadershipacademy.nhs.uk

Contact Aspire Together South West

Tom Rossiter Regional Programme Lead Mobile: 07827 929615

tom.rossiter@leadershipacademy.nhs.uk

SOUTH WEST ASPIRING DIRECTOR TALENT POOL

A key priority of the SW RTB in 2019/20 is to establish an approach and start to populate a talent pool of ‘ready now’ aspirant directors for the South West, to support Board level succession planning and deployment across the region. This will initially be for those looking to move into roles in provider, commissioner, or system settings, and later will be expanded to include the wider health and care sector.

The Board agreed that the ‘ready now’ pool should be formed through adopting a workforce and succession planning approach; using historic and predicted vacancy data based on future need. Therefore, we will identify and phase professional group Assessment Centres to create a pool that has the potential to fill future key Board level posts.

To enter the talent pool ‘ready now’ aspirant directors – working at one below Board or equivalent level - will self-nominate or be nominated by organisations. Candidates and their Nominated Senior Leader will then receive ‘pre-work’ to complete which will form part of the evaluation ahead of the interview - and then undergo a 2 hour readiness assessment via an assessment centre.

Once in the talent pool they will be more visible across the region and will be proactively matched with Board/Governing Body vacancies and the organisations recruitment process. Thereby providing a talent pool for succession planning and reducing the length of time to fill key vacancies.

In this first window, nominations were invited from individuals aspiring to move into the roles of Director of Nursing / Chief Nurse; Director of HR / OD / Workforce; Director of Finance; Chief Operating Officer.

We are delighted to announce that our first nomination window for the Aspiring Director Talent Pool ran throughout August and September; and through which we received 29 nominations from across all 7 of our STP/ICs geographies.

Assessment Centre Support

We are looking for south west colleagues to support our Assessment Centres via 3 key roles - outlined below.

Leader AssessorsTypically, a CEO or AO. Assess candidates in the ‘Competency Based Interview’ and leads the ‘Situational Judgement Interview’.

Technical AssessorsTypically, an experienced interviewer or assessor, HR, Talent Management or OD professional, Equality and Diversity lead. Act as the panel ‘Chair’ and prepare the panel for the assessment process, lead the ‘Competency Based Interview’, assess candidates in the ‘Situational Judgement Interview’, act as the guardian of best practice, fair and robust assessment practices.

Support AssessorsTypically, a Chair or NED. Assess candidates in the ‘Competency Based Interview’, assess candidates in the ‘Situational Judgement Interview’.

To express an interest in being an Assessor for future Assessment Centres on 2nd/3rd March or 1st/2nd June 2020 please contact aspire.togethersouthwest@nhs.net by 18th December 2019

REGIONAL TALENT BOARD

Talent Development Resources

10 High Impact Actions for BoardsThe actions and tools in these document were developed with input from diversity and inclusion advisors, Doyin Atewologun and Roger Kline, with the aim of supporting NHS organisations to increase the diversity of their

workforce, particularly at a senior level.

Purpose of the 10 high impact actionsTo support trusts and CCGs to design inclusion into their talent management approach across all parts of their organisation, with the aim of increasing the diversity of the workforce, particularly at senior levels and creating more inclusive cultures.

To support the delivery of the ambitions laid out in the Developing People: Improving Care (DP:IC) framework and the vision of the NHS Long Term Plan to create a just culture that leads to outstanding staff engagement and patient care.

To form a part of and support the strategies that organisations will adopt in order to implement the Workforce Race Equality Standard (WRES) and the Workforce Disability Equality Standard (WDES).

To support provider organisations in building towards an outstanding CQC Well Led rating in relation to equality and diversity.

Please click here to view the 10 high impact actions for Board

TALENT DEVELOPMENT RESOURCES

Typecoach

As we approach the New Year this could be the perfect time for you to learn the most. Now could be the time for your greatest development! It is during these times of pause and reflection where we really consider our personal strengths, the things we enjoyed, the things that went well as well as paying recognition to our areas of weakness, the things that didn’t go so well, or didn’t enjoy. Reflection plays a large part in our emotional resilience and helps us grow the most. By spending some careful, considered time reflecting it can really help us think, think about our feelings and link that to our behaviours. See it as pressing the reset button on a tired and misfiring computer.

An exercise we often use on programmes is a simple task called ‘Busy busy’. All we do is take people through their last working week asking a series of guided questions. Here’s one for you to try right now. Without looking at your calendar or diary, ‘What did you do exactly this time last week and what emotions did you associate with it?’ How easy was that? “Last week? I can’t even remember where I was last week, never mind what I was doing or how I was feeling” It can often be surprising, and quite shocking how we can get caught up in the day to day, task to task without stopping to reflect and to learn from it.

Receiving feedback from a tool such as the Healthcare Leadership Model 360 is a vital part of learning about ourselves, and how our leadership behaviour impacts on others. However, without that opportunity to reflect on outcomes, its value can be limited. Reflection is a time to deeply consider what you see as your personal strength and development areas; do these marry up with what others in your feedback report are saying? Reflect on the ‘Importance ratings’; do certain groups consider different dimensions as more important to your role than you do? Could this be an opportunity to change focus, or implement behaviour, engagement or communication strategies? There is also key opportunity to reflect on the impact that you have as a leader, on those you directly manage or lead.

If you’re getting it right, recognise that and think about how you can utilise your strengths, and the things you enjoy more. If there are tweaks, suggestions or developmental feedback, reflect on how you feel about that; does it sit right for you and what could you do to address that? Perhaps key, and one of the main tenets of the Healthcare Leadership Model, is to reflect on your role and how it impacts on patient care. Even if you feel as though you are far removed from actual frontline delivery of care, reflect on how your personal role, and leadership behaviour can play a part in the quality of care a person receives. It will be linked.

Most importantly, reflection is a time to be kind to yourself, focus on your value and self-worth and not get sucked into that blurred ‘busy busy’ state.

By Peter Clarke, JCA Global

The Healthcare Leadership Model has been developed to help you become a better leader in your day-to-day role. You don’t have to be in a clinical or service setting to use it. And it doesn’t matter whether you work in a team of five or are responsible for 5,000, you can benefit by discovering and exploring your own leadership behaviours.

Who is it for?

The Healthcare Leadership Model is useful for everyone because it describes the things you can see leaders doing at work and demonstrates how you can develop as a leader – even if you’re not in a formal leadership role.

How does it work?

The model is made up of nine leadership dimensions, which you can explore in your own time, at your own pace. You’ll find brief descriptions of each

dimension – why it is important and ‘what it is not’ – so that you can fully understand it in relation to your role

https://www.leadershipacademy.nhs.uk/resources/healthcare-leadership-model/

TALENT DEVELOPMENT RESOURCES TYPECOACH

A Podcast Series

IntroductionThe Typecoach Verifier tool is an online tool which enables participants to identify and understand their natural personality type in relation to Carl Jung’s theory of personality type (1971):

• Extraversion or Introversion

• Sensing or Intuitive

• Thinking or Feeling

• Judging or Perceiving

To use our skills and abilities thoughtfully, deliberately, and effectively we must first understand who we are, what impact we make, and how to modify that impact appropriately to any situation. Key to this is developing a deep sense of self-awareness and self-management.

We must develop our emotional intelligence to manage our own reactions and to communicate and influence effectively with others. We must develop the ability to discover and mobilize energy in others; to handle ours and others emotions and discomfort.

Please click here for further information about Typecoach

Cluster Manager - "I have used TypeCoach for my Therapies teams as part of the Leadership programme I ran for them. We did a whole session on leadership and emotional intelligence. We used the results of the test for the Band 7s to understand themselves better but also give them tips and techniques to deal with their peers and their juniors who may have very different types.

Feedback has been really good and a lot of the Band 7s have used the tools and listened to the videos. They now understand how to approach different types of people in different ways, being mindful of their own types, in order to get the best results out of their teams.

I have felt this has been an invaluable tool for me as a manager and for my teams. The approach of Type Coach is also very useful as it allows people to dip in and out and for clinical staff this has been amazing as they have felt able to approach the training elements in small chunks which is more manageable. The examples are very practical and useful. All in all I am absolutely delighted we have had the opportunity to use this tool and I have recommended it to many of my colleagues.”

A PODCAST SERIES To support Coaches and Mentors to be working at their BEST

‘Build Engage Support Trust’™Developed and recorded by Jackie Arnold,

ICF Accredited Executive Coach, Dip CSA Coach Supervisor

These CPD podcasts will stimulate and encourage you to build on your own knowledge, skills, development areas and strengths. The themes covered in these sessions are freely given by coaching and mentoring experts in their field alongside their host Jackie Arnold, Author and BBC Broadcaster. www.coach4executives.com | jackie@coach4executives.com

The purpose of these Continuous Professional Development podcasts is to support and empower those working as a coach or mentor to:

01. STYLE AND IMPACTConsider and reflect on their impact, mind-set and personal style when working with their coachees/mentees.

02. CONSIDER STAKEHOLDERSEnsure they are meeting the needs of all stakeholders

03. UPDATE SKILLS AND TECHNIQUESReflect on, develop and update their skills, methods, knowledge, & professional coaching and mentoring techniques

04. EXPLORE INTERVENTIONSExplore (in supervision or with peers) their different approaches and interventions in this nurturing yet often challenging environment.

05. HONEST AND ETHICALEnrich their 1-2-1 relationships and support all stakeholders to be honest and ethical (EMCC/AC/ICF codes of conduct)

06. BEST PRACTISEEnsure high standards and build on best practice in coaching and mentoring

EPISODE 1Self Reflection: Why Bother?

Jackie Arnold Speaks to Elaine Patterson from the Centre of Reflection and Creativity. Please click here to listen to the podcast.

EPISODE 2Contracting And Re-Contracting.

Jackie Arnold Speaks to Dr Alison Hodge, robustly ensuring safety for all stakeholders. Available at the end of November.

EPISODE 3Creative Coaching And Mentoring

Our host Jackie Arnold Speaks shares how using a wide variety of tools and techniques can help clients to move forward from a sticking point. Available at the end of January.

EPISODE 4Mindfulness And Presence In Coaching And Mentoring

Jackie Arnold Speaks to Edna Murdoch about the importance of practicing increased mindfulness in coaching and mentoring and how this benefits us and our working relationships.

EPISODE 5Career Coaching And Mentoring Strategies

Jackie Arnold Speaks to Carol Mclachlan about how coaching skills can facilitate career management and development. Available at the end of February.

EPISODE 6Virtual Coaching And Mentoring

Jackie Arnold Speaks to Neil Williams about listening, reflecting and creating rapport when working virtually. Available at the end of February.

The podcasts are available for coaches and mentors who are registered on the SWLA coaching and mentoring registers. Please click here to find out more.

THE AUTHENTIC LEADER - a compassionate approach to leadershipWhere: Taunton | When: Starting February 2020 (please see dates below)

continued

IntroductionA leadership role in today’s health service brings many challenges, motivating others to deliver high standards of care whilst balancing operational pressures and meeting targets. How do leaders remain themselves – treating those they lead in the way they would like to be treated – with compassion and humanity.

The South West Leadership Academy is delighted to launch this new programme aimed at developing and embedding compassionate leadership with authenticity across the region. This three module programme is designed to focus on you as a leader, consider how you lead those around you and explore how you connect to the wider Health and Care system. The programme is founded Professor Michael West’s Compassionate Leadership model – ‘Compassionate Leadership for Compassionate Health Services’, the model supports the evidence base correlating the quality of leadership with the quality of care provided.

This programme will enable emerging and established leaders to spend time exploring their personality preferences and their strengths at work and considering how best to utilise their qualities to be an authentic compassionate leader. This is a unique opportunity to go on a journey of self exploration whilst developing approaches and expertise that will positively impact on those that you lead and the quality of care your organisation provides.

Target audience:

Emerging and experienced leaders from multidisciplinary backgrounds at all levels who are committed to embedding compassionate approaches to leadership and delivering compassionate health services.

Aims and objectives:

• To embark on a journey of exploration, ultimately enabling you to lead with authenticity

• As a compassionate leader, to understand how compassionate leadership behaviours support compassionatehealth services

• To consider how compassionate leadership can impact on your team and the quality of care delivered

• As a compassionate leader, to influence the wider system and improve outcomes

THE AUTHENTIC LEADER - a compassionate approach to leadershipWhere: Taunton | When: Starting February 2020 (please see dates below)

Developing Leadership in Primary Care programme

Click here to express an interest: https://healtheducationyh.onlinesurveys.ac.uk/authenticleader

Dates of the programme:

Cohort One

• Module one: Tuesday 11th February, 9.30 – 16.45, South West House, Taunton TA1 2PX

• Module two: Tuesday 3rd March, 9.30 – 16.45, South West House, Taunton TA1 2PX

• Module three: Wednesday 25th March, 9.30 – 16.45, South West House, Taunton TA1 2PX

Cohort Two

• Module one: Wednesday 12th February, 9.30 – 16.45, South West House, Taunton TA1 2PX

• Module two: Wednesday 4th March, 9.30 – 16.45, South West House, Taunton TA1 2PX

• Module three: Thursday 26th March, 9.30 – 16.45, Taunton Racecourse, Taunton TA3 7BL

Application processTo obtain a place on this workshop you will need to complete an Expression of Interest (EoI). Once we have received your EoI you will be able to download your application form.

Your application will need to be fully completed and returned to leadership.SW@leadershipacademy.nhs.uk by 5pm, Wednesday 4th December. Applications received after 5pm, Wednesday 4th December will not be submitted for shortlisting

DEVELOPING LEADERSHIP IN PRIMARY CARE PROGRAMME

Continued

Primary Care is the front door of the NHS that almost every patient will access at some point in time. As the NHS evolves and transforms, primary care is changing rapidly to meet this pace of transformation and also to continue to meet the needs of the population.

Leadership is a core capability that is required to achieve transformation but also to continue to deliver high quality patient care. The Developing Leadership in Primary Care programme is focused on equipping leaders in this Primary Care with the key insights, skills and capabilities to lead this demanding agenda.

This five day programme, delivered over four months has been designed to develop current and future leaders in primary care to build confidence and increase self awareness, whilst applying newly acquired knowledge of leading inclusively with compassion. The programme will also build a comprehensive picture of the wider Health and Social Care environment providing an opportunity for participants to apply the practical elements of collaborative leadership.

Target audience:

• Practice Managers

• GPs and GP Leaders

• Those individuals aspiring to a leadership role within Primary Care

Programme content:

• What is leadership?

• Leadership styles

• The current NHS system and the challenges for general practice

• Influencing and negotiation skills

• Leading and managing change in general practice

• Habits of successful primary care managers

• Coaching skills for leaders and managers

• Emotional Intelligence

• Inclusive team working and quality improvement

Outcomes include participants being able to:

• Improve the effectiveness of their teams

• Improve the patient experience through excellent leadership

• Feel competent, confident and motivated to build on their existing leadership skills

• Understand leadership styles and approaches and how to use them

• Understand and know how to engage in the wider health and social care system

How to Apply:To obtain a place you will need to express an interest via the below link and then complete an application form; returning to leadership.SW@leadershipacademy.nhs.uk by 5pm, Friday 6th December 2019.

There is no fee to attend, by applying you will be signing up to a cancellation charge of £500 for non-attendance or cancellation of your place if your application is successful.

Applications for the Rosalind Franklin programme now open!Are you a clinical or non-clinical middle leader across health and care systems, aspiring to lead large and complex programmes, departments, services or systems of care? Our Rosalind Franklin programme aims to help shape middle leaders’ knowledge, skills, attitudes and behaviours to help them become outstanding, compassionate and inclusive leaders, working at all levels across the health and care system, to help improve services for people who access them.

The programme will support participants to be outstanding innovators, leaders, and team-members. Evidence shows that outstanding leadership in health and care has four key aspects: compassion, inclusion, collaboration, and knowledge of improvement skills and how to apply them. It will encourage participants to ask, and answer, fundamental questions that will support them to become an outstanding leader.

The programme is nine months long and leads to an NHS Leadership Academy Award in Senior Healthcare Leadership.

Applications are now open. Please visit the NHS Leadership Academy website to find out more. The Authentic Leader offer

DEVELOPING LEADERSHIP IN PRIMARY CARE PROGRAMME

Facilitator:

Dr Thoreya Swage, Consultant in Healthcare Management

Thoreya has 11 years experience in the NHS both as a clinician (psychiatry) and a senior manager in various NHS purchasing organisations covering the acute sector as well as primary care development. Her last NHS post was Executive Director of a Health Authority with a remit to develop all types of GP Commissioning including GP Fundholding.

Since 1997 Thoreya has run a successful management consultancy business during which time she has developed particular expertise in the field of service reviews and redesign, strategic development, clinical governance, reviews of the evidence, commissioning and procurement with the NHS and independent sector and education and training. In 2006-7 she was Deputy Medical Director at the Commercial Directorate, Department of Health implementing the Independent Sector Treatment Programme. She has taught at Reading University, Queen Mary, University of London and King’s College, London, and has researched and written a number of published articles.

Thoreya is a Non-Executive Director at Barts Health NHS Trust and Frimley Health NHS Foundation Trust. She is an associate at the Oxford Health Experiences Institute.

Programme dates, venue and times:

• Thursday 16th January 2020, 9.30 – 4.00, South West House, Taunton

• Wednesday 5th February 2020, 9.30 – 4.00, South West House, Taunton

• Thursday 12th March 2020, 9.30 – 4.00, South West House, Taunton

• Thursday 9th April 2020, 9.30 – 4.00, South West House, Taunton

• Thursday 30th April 2020, 9.30 – 4.00, South West House, Taunton

Click here to express an interest

Applications are now open. Please visit the NHS Leadership Academy website to find out more.

Applications for the Rosalind Franklin programme now open!Are you a clinical or non-clinical middle leader across health and care systems, aspiring to lead large and complex programmes, departments, services or systems of care? Our Rosalind Franklin programme aims to help shape middle leaders’ knowledge, skills, attitudes and behaviours to help them become outstanding, compassionate and inclusive leaders, working at all levels across the health and care system, to help improve services for people who access them.

The programme will support participants to be outstanding innovators, leaders, and team-members. Evidence shows that outstanding leadership in health and care has four key aspects: compassion, inclusion, collaboration, and knowledge of improvement skills and how to apply them. It will encourage participants to ask, and answer, fundamental questions that will support them to become an outstanding leader.

The programme is nine months long and leads to an NHS Leadership Academy Award in Senior Healthcare Leadership.

UPCOMING EVENTS

To book your place on any of the events above please take a look at our dates for your diary page and follow the ‘book now’ links.

www.southwestleadership.nhs.uk/dates

All our regional events are managed by the South West Leadership Academy, we attempt to base events centrally to the region, however this isn’t always possible taking into account our geography. All events are managed on a first-come, first-served basis unless stated otherwise. Please note cancellation fees may apply for non-attendance, please check booking terms and conditions upon registration.

WHY NOT JOIN US AT OUR NEXT EVENT?

OR GET IN TOUCH FOR MORE INFORMATION BY CONTACTING

leadership.SW@leadershipacademy.nhs.uk

Putting Culture first in OD Design28 January | South West House, Taunton

Developing Leadership in Primary Care16 January | Cohort 4, South West House, Taunton

Self Discovery Days11 December | Taunton Rugby Club

Mentoring Programme

25 November | South West House, Taunton

Dialogic OD14 January | South West House, Taunton

Coaching and Mentoring Leaders in a VUCA World 23 January |

JOIN THE CONVERSATION!If you would like to see anything in the next edition of our Newsletter, or have anything to contribute, please get in touch at:

leadership.SW@leadershipacademy.nhs.uk

NHS South West Leadership Academy South West House, Blackbrook Park Avenue Taunton, Somerset TA12 2PX

01454 252 719 leadership.SW@leadershipacademy.nhs.uk

@NHS_SWLA Follow us on twitter and join in the conversation

www.southwestleadership.nhs.uk