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Showing results for tags 'Leadership'.
Found 1,324 results
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Content ArticleThis report from The King's Fund presents an analysis of data from a 2017 NHS providers survey of leadership vacancies in NHS trusts and foundation trusts, and the results of qualitative interviews and a roundtable The King’s Fund conducted with frontline leaders and national stakeholders. The report focuses on executive directors within the NHS trust and foundation trust sector.
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Content ArticleThe Faculty of Medical Leadership and Management (FMLM) standards for healthcare teams provides evidence-based guidance on what FMLM expects of healthcare teams focused around four key domains: culture vision and strategy management and people relationships.
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Content ArticleThe Center for Creative Leadership (CCL) in the United States has developed a model that health systems can use to adapt and thrive in uncertain times by creating direction, alignment and commitment.
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Content ArticleThis guide, by NHS Improvement, contains key questions for chairs, chief executives and senior leaders about common barriers to clinicians taking part in senior organisational management. It addresses the NHS Long Term Plan priority around nurturing the next generation of leaders and supporting all those with the capability and ambition to reach the most senior levels of the service. It was developed in response to the 2018 recommendations to the Secretary of State for Health and Social Care to ensure more clinicians from all professional backgrounds take on strategic leadership roles.
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Content ArticleThe Director of Medical Education (DME) at Oxford University NHS Foundation Trust developed a range of forums for junior doctor engagement with the trust, via representative groups, which meet, individually, with senior executives 10-12 times a year. These forums include a foundation year group, core medical trainee group, medical registrar group and more recently a surgical and anaesthetic group. Each group is chaired by a junior doctor, who sets the agenda and is responsible for organising the meetings. This structure emphasises that the forum’s agenda is focused on the needs and concerns of trainees, and encourages attendance and discussion.
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Content ArticleDr George Findlay, Medical Director at Western Sussex Hospital NHS Foundation Trust, talks on the theme of 'Becoming well-led' and how leadership can deliver quality improvement through engaging and empowering staff.
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Content ArticleThis leadership model was produced by the NHS Leadership Academy. Aimed at all employees of healthcare, regardless of grade or role, it sets out how anyone can develop as a leader.
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Martin Hancock discusses Regional Talent Boards
Patient Safety Learning posted an article in Leadership
Martin Hancock, Director of Talent Management at the NHS Leadership Academy, discusses how Regional Talent Boards came about and the core principles that underpin them. -
Content ArticleWas a lack of situational awareness a contributing factor in the outcome of this 'routine operation'? In this human factors video, Martin Bromiley, a pilot, explains what happened that day and what measures need to be in place to prevent other similar incidents.
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Content ArticleA presentation by Shelia Yates on root cause analysis and Just Culture. Shelia is trained and educated in the performance of behaviour health services through interpersonal communications and analysis.
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Fostering Just Culture - a clinical leader view
Patient Safety Learning posted an article in Good practice
Amy Shaw, Clinical Leader, Specialist Learning Disability Division from Mersey Care Foundation NHS Trust, UK talks about 'fostering a just culture' in her trust. -
Content ArticleA template used by St Joseph Health, in the USA, to guide you through a just culture scenario.
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Content ArticleProfessor Sidney Dekker of Griffith University speaks about why things go wrong.
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Content ArticleThis joint project with East Berkshire CCG was highlighted within the AKI Programme within Oxford Patient Safety Collaborative. Fewer residents are suffering urinary tract infections (UTIs) following the introduction of a hydration programme in care homes. UTIs are closely associated with dehydration. This project was designed to encourage residents to drink more fluids with the aim that this would lead to fewer UTIs requiring medication or hospital admission. This approach involved introducing structured drinks rounds seven times a day, designed and delivered by care home staff. The initial focus was in four care homes which had higher than average UTI admission to hospital rates.
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Content ArticleLeadership must nurture a robust safety culture to manage crisis. This article from Foy and Mallory highlights the importance of formal and informal communication mechanisms, management empowerment and responsibility, and dialogue across silos to enhance the safety of teams and patients.
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Content ArticleChallenges to the status quo present leaders with the opportunity and responsibility to not only respond but to learn and transform the system. This article from Slotkin et al. shares the experience of leaders at a large health system to design an emerging COVID response to effectively innovate to sustain improvement.
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Content ArticleThis commentary from Michael Fraser shares recommendations for leaders to meet COVID-19 stressors successfully. The article suggests leaders communicate well, be decisive, lead without hierarchy, remain proactive and take care of themselves to protect others.
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Content ArticleThe perspective of Megha Prasad, a New York cardiologist leading a COVID-19 infections disease service, discusses leadership qualities of being available, communication, adaptability, humility and gratitude as key to effective leadership during challenging times.
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Content ArticleAccess to wide range of perspectives can bring creativity to solutions and the actions that implement them. This website presents materials that cover topics such as leading in critical times, building and supporting resilience, Leading to Innovate, change and adapt, teaming and working remotely, coaching peers and developing as a leader.
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Content ArticleThis regularly updated resource collection links to webinars, articles, and conversations that explore the role of leadership in crisis response. Topics covered include workforce, telehealth, operations and safety.
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To boldly go: Leadership amid crisis
lzipperer posted an article in Letter from America
This month’s Letter from America looks at actions and strategies core to leading an organisation during unexpected enterprise-affecting crises. Letter from America is the latest in a Patient Safety Learning blog series highlighting new accomplishments in patient safety from the United States. -
Content ArticleIn this blog, published by In Health Associates, David Gilbert discusses some of the frustrations that he has with NHS Trusts who say they want patient involvement but pay lip service or who decline offers of help. This blog invites you to comment, to discuss and debate this issue. David Gilbert is a patient director at Sussex MSK Partnership. This is a new and pioneering role in the NHS. David has strategic leadership of how the Partnership relates with patients, carers and the communities they serve, including: learning from what people think of our services (patient experience) patients as partners in care decisions (Information, choice and shared-decision making) helping people look after themselves and care for their own condition (supported self-management) patients as partners for change (patient and public engagement; patient leadership).
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Content ArticleSix years ago The Snowy White Peaks of the NHS highlighted the scale of race discrimination in the NHS, the UK’s biggest employer of Black and Minority Ethnic (BME) staff. COVID-19 has shown so much more needs to be done. 300 health and social care staff have died so far from COVID-19, a disproportionate number of BME heritage. We know NHS staff infection was overwhelmingly due to occupational exposure whose causes are varied but include the disproportionate BME staff role in patient-facing services, their poorer access to appropriate PPE, the greater reluctance of BME staff to raise concerns, disproportionate deployment into “hotter” roles, and the greater presence of BME colleagues amongst agency staff. BME staff have been largely absent from decision-making. The COVID-19 impact on BME staff, and Black Lives Matter, has prompted promises to tackle racism more resolutely. So what should NHS leaders do to ensure faster progress to tackle workforce race discrimination? Roger Kline, in this BMJ Leader blog, has ten suggestions for Boards and Integrated Care System system leaders.
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Further serious patient safety incidents: why are staff still not being listened to when concerns are raised?
Anonymous posted an article in Whistle blowing
Due to COVID-19 and the safety issues the pandemic is highlighting, I have decided to write a sequel to my previous blog 'Dropped instrument, washed and immediately reused'. I am writing this because it recently came to my notice from colleagues that safety is once again being compromised in the same private hospital where my shifts were blocked after I reported a patient safety incident.- Posted
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Content ArticleLewis Thomas and Kieran McHugh, trainees on the NHS graduate management scheme working at Imperial College Healthcare Trust and North Central London CCG respectively, share with HSJ their reflections on leadership having worked during the COVID-19 pandemic
