This report, published in partnership with NHS Providers, draws on the views and experiences of 12 departed or departing chief executives, or those changing jobs within health care. It aims to illuminate the realities of leadership in today’s NHS. The interviews illustrate both the positives of the job and its current difficulties. The difficulties need to be addressed if we are, first, to hold on to experienced leaders who are able to transform the NHS in an innovative way, and, second, recruit the next generation.
Catherine Beardshaw, former Chief Executive Officer of Aintree University Hospitals NHS Foundation Trust and one of the interviewees in our recent report, The chief executive's tale, gives a personal account of life as an NHS leader.
People today are under intense pressure to be “ideal workers”—totally committed to their jobs and always on call. But after interviewing hundreds of professionals in many fields, the authors have concluded that selfless dedication to work is often unnecessary and harmful. It has dysfunctional consequences not only for individuals but also for their organizations. The authors discuss three typical strategies for coping with demanding workplaces, and the risks associated with each. To read the full article, log in using your NHS OpenAthens details
The Health, Safety and Wellbeing Partnership Group (HSWPG) has launched new resources and an infographic to support NHS organisations to develop cultures where staff are free from the fear of intimidating behaviour.
The partnership group recognises that bullying can have a detrimental effect on an individual’s overall health and wellbeing. The new resources include a webpage containing practical tools, evidence and support for tackling bullying, and an infographic that shows the impact of bullying and harassment in the NHS.
Article looks at skills required by chief executives in the future to lead a workforce of Generation Zs. To read the full article, log in using your NHS OpenAthens details
NHS Clinical Commissioners have today launched a new publication calling for the gender imbalance in clinical commissioning leadership to be tackled.
‘Women in clinical commissioning leadership: A case for change’ looks at why there is a lack of gender diversity in health leadership, the efforts currently being made to improve this, and actions that need to be taken to increase female leadership in the clinical commissioning arena.
The article discusses on coaching which is a created condition when people connect and nourishes skillsets and talents. Topics mentioned include the traits that managers should hve to be effective coach, the definition of coaching as management approach that encourages people to reach their potential through self-belief and self-awareness, and the five components of coaching including the building of rapport, giving feedback, and listening. To read the full article, log in using your NHS Athens
[blog by Michael West] When the concept of engagement at work was introduced by William Kahn in 1990, he described it as the expression of our ‘preferred self’ in tasks that promote connection with our work and with others. Engagement underlies effort, involvement, flow, mindfulness and intrinsic motivation. The good news then is that levels of engagement, as recorded in the NHS Staff Survey, have increased since last year. So can we all relax?
Findings from survey of employees to see what elements they thought were missing from their managers' performance management processes. To read the full article, log in using your NHS OpenAthens details
Kaizen, or continuous improvement, lies at the core of lean. Kaizen is implemented through practices that enable employees to propose ideas for improvement and solve problems. The aim of this study is to describe the types of issues and improvement suggestions that hospital employees feel empowered to address through kaizen practices in order to understand when and how kaizen is used in healthcare. Open Access Article
In the first of the blogs, Dan Robertson the Director of Diversity and Inclusion at the Employers Network for Equality and Inclusion, talks about bias in leadership and his own experience of it in both the private and public sector. Dan is a highly respected expert on workplace diversity & inclusion management, unconscious bias and inclusive leadership.
Explains the difference between employee morale and employee engagement and looks at the best ways of achieving both. To read the full article, log in using your NHS OpenAthens details