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Clinical Leadership Organizational Skills

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Clinical Leadership Organizational Skills

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    1. Clinical Leadership & Organizational Skills Dr Khaled Kadry Specialist Registrar Child & Adolescent Psychiatry

    2. “As people begin to use a different language to describe what they do, they tend to change what they see and do.” Mark H.Moore; Creating Public Value Harvard University Press, 1995

    3. Clinical Leadership

    6. Leadership / Management Opportunities (Nationally) Health Foundation NHS Institute of Innovation and Improvement Kings Fund Course Darzi Fellowship Prepare to Lead BAMMbinno Medical Advisor to CMO Power Politics & Persuasion

    7. Leadership / Management Opportunities (Locally) SLaM In-house SpR Management training course ELMS (Experiential Leadership and Management Skills) SLAM (SLaM Leadership and Management Programme) Mentorship Scheme

    8. Leadership v Management Essence Change Focus Leading people Horizon Long-term Seeks Vision Approach Sets direction Decision Facilitates Power Personal charisma Dynamic Proactive Style Transformational Wants Achievement Risk Takes Rules Breaks Conflict Uses Direction New roads Credit Gives Blame Takes Stability Managing work Short-term Objectives  Plans detail Makes Formal authority Reactive Transactional Results Minimizes Makes Avoids Existing roads Takes Blames

    9. “The doctor's frequent role as head of the healthcare team and commander of considerable clinical resource requires that greater attention is paid to management and leadership skills regardless of specialism” Aspiring to Excellence, Prof John Tooke, 2008

    10. SLaM Programme South London & Maudsley Leadership and Management Programme

    11. Provision of Programme Accountability for whole programme – Medical Director Core Programme - delivered by SLaM Partners & associates and a range of external providers Evaluation: Dr Khaled Kadry (SpR) Dr Amy Iverson (Consultant Psychiatrist) Louise Norris (Director of Human Resources and Organisational Development)

    12. Overview of Programme

    13. Development Centre 1 1day after initial briefing workshop A range of individual (inc. psychometrics) and group activities to establish current level of functioning against the competencies Establishes baseline for evaluation Trained, objective observers, internal & external Post DC feedback with trainee and line manager and to produce a PDP

    14. Medical leadership Competencies Framework

    15. Demonstrating personal qualities Self-awareness Self management Self development Acting with integrity

    16. Working with others Developing networks Building and maintaining relationships Encouraging contribution Working within teams

    17. Managing Services Planning Managing resources Managing people Managing performance

    18. Improving Services Ensuring patient safety Critically evaluating Encouraging innovation Facilitating transformation

    19. Setting Direction Identifying the contexts for change Applying knowledge and evidence Making decisions Evaluating impact

    20. Potential Projects Care pathways design & development Service Line Reporting/ Management Patient safety (safe prescribing / physical healthcare / smoking cessation) Quality accounts: PROMS, Improving clinical outcomes IT (Developing web based training programmes) Inpatient unit bed pressures and delayed discharges Improving the primary/secondary care interface Learning from Serious Untoward Incidents Developing management / leadership access for staff Co-production and many more….

    21. Development Centre 2 Assessment against same criteria as before (competencies) A range of individual and group activities Measurement of performance against baseline (DC 1) provides evaluation Further personal development planning – learning remains continuous Formal evaluation – quantitative and qualitative impact as reported by Service Directors Feedback

    22. Time scale

    23. Outcomes Trainees Greater awareness of the leadership competencies and their importance to the Trust strategy and business model. Enhanced self-awareness; with a clear understanding of personal strengths and development needs against the requirements (competencies) A structured set of development opportunities; enhancing confidence and competence Provision of support during continuing transition and change; enabling clinicians to manage transition more effectively and comfortably

    24. Outcomes Organization Trust’s leadership is better prepared for future business growth and development; greater commercial focus Clinician performance and retention is maintained or enhanced Builds cross-Trust awareness; fosters collaboration and networking Change and transition is managed effectively across the Trust Clinician engagement indicators (e.g. staff survey) improve Publishing and presenting an evaluation of the training programme

    25. “Knowing others is intelligence; Knowing yourself is true wisdom. Mastering others is strength; Mastering yourself is true power”. Lao-Tzu

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