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How do we develop compassionate, effective and diverse leaders?

22 Ideas
18 Votes
42 Comments
31 Subscribers

 The NHS Long Term Plan contains commitments to transform leadership, culture and talent management. Achieving these commitments will need action in every part of the NHS – to create a whole-system approach to talent management, to identify and develop NHS leaders, and to systematically measure and change culture.

Whole-system talent management will strengthen and support compassionate and diverse leadership at all levels. This work will continue to roll out regional talent boards, supported by a national board. It will enable more senior clinicians to take on executive leadership roles. And it will expand the NHS graduate management training scheme, as well as help people move from other sectors into senior NHS leadership roles.

Talent management will be supported by focused leadership development for leaders at all levels and in all parts of the NHS. This will include support to primary care networks and integrated care systems. The scale, reach and quality of leadership development across the NHS will match the needs of the service. We will nurture the current and the next generation of leaders, developing and embedding the knowledge, skills, attitudes and behaviours necessary for leaders to create cultures of compassion, inclusion and collaboration.

Across the NHS we will encourage initiatives to improve culture. This cultural shift will mean creating a supportive environment in which national bodies act as role models for a compassionate and inclusive culture.

We will build on the progress of Developing people – improving care, a guide for leadership development and talent management, and other reviews, but most importantly we want your ideas.

 

1. How do we nurture and develop effective leaders?

2. What support would make the greatest difference to you and give you the time and space to maximise your impact?

3. What more needs to be done to ensure we have more diversity among senior leaders across the NHS?

4. How do we support our leaders to take a quality improvement approach in all they do?

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Supporting mid-level leaders

We get lots of feedback about the importance of developing the ‘connecting leaders’ who occupy middle-management positions . They will be crucial to driving cultural transformation in the NHS. What key tools can we offer them to ensure they receive the support they need?

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EMPOWER them!

Ok so if you ask anyone working in the care sector, whether it be Dom care, hospital, Nursing homes etc the leaders all feel like they are pulled out the place. They feel overwhelmed and under supported.  I think the secret here is quality training in leadership and management, structure and organisation, support from piers and of course money.  there is nothing worse than having great ideas and then not being able to implement them for lack of funds or support from above or the team. Id...

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Culture and Inclusion - measuring progress

What culture and inclusion metrics do you feel the NHS should use to ensure that improvements are being made and felt?

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Physcological safety. Why is it important, and how do we establish it?

Trust between colleagues is a fundamental part of any effective working relationship  Being able to honestly speak your truth, and to have others hear that truth, is essential is we are to create learning cultures.  This is not some woolly 'pink-and-fluffy' culture.  This is hard edged outcome focussed team dynamics.  High performing teams give each other honest feedback, they hold each to account, and this honesty is seen as valedictory.  Honest feedback, given promptly is welcomed, not...

1 Votes
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3

Do we really need more leaders?

There does seem to be an excess of managers, usually not the ones that deal with patients, but the ones that are behind the scenes.  Maybe a streamline of these service would provide income enough for more doctors and nurses.  What do people think?

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1

Recruit Leaders based on their values

Values based recruitment is proving successful in our Consultant assessments - when we introduced these questions into our assessments there was some concern about how our consultants may respond. None of our candidates have struggled with the values question, and in some assessments, the questions have led to the most insightful conversations. We should pay more attention to values in our recruitment. Perhaps set some guidelines nationally about what values we want to attract to the NHS, or...

1 Votes
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Medical leaders should meet minimum standards

In order to practice as leaders, doctors should meet standards, as they do for the rest of their medical practice. The public needs to be confident that medical leaders meet high standards when they hold high levels of leadership responsibility in any NHS organisation.

3 Votes
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How should we assess leadership?

How should we assess the quality of an organisation’s and separately a local system’s leadership?

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Continuing professional development is vital for medical leaders

There isn’t an easy way to record learning development in leadership for doctors. There should be a learning and development diary/log for medical leaders and guidance easily available on appropriate development options that can be used for revalidation.

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Start to explore diversity in greater details and not merely an institutional exercise

The NHS needs to pay closer attention, truly understand the potential, and give more importance to diversity and not merely be a poster displayed on hospital hallways. NHS institutions and organizations need to have better diversity metrics to reveal the true extent of how diverse institutions are (percentage of population X, percentage of population X in middle management position and senior management, etc.). This will help identify hidden gaps in management diversity and will give way to...

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