Avsnitt
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Having spent 34 years in the NHS, starting in nursing role, moving into clinical leadership and then managerial role, Mairead became the chief executive of Kent community trust 18 months ago. Although inheriting a stable and well run organisation, there was still much to do and improve.
with a focus on data and staff engagement/involvement, Kent community are making chnages to their culture and the way care is delivered. Listening events, staff forums and a drive for compassion leadership and teams has seen turnover rates improve.
Mairead Discusses her leadership style, who has inspired her, an approach to continually learn and be challenged to improve.
Kent Community Health NHS Foundation Trust
twitter: NHSKentCHFT
LinkedIn: http://linkedin.com/in/mairead-mccormick-209a4680
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Graham has an unusually route to becoming a healthcare CEO - via the retail and charity sectors into the NHS becoming a finance director and support of a great to CEO to mentor and encourage him in his career.
Surrey and Borders Partnership NHS Foundation Trust was formed from three mental health organisations - the culture puts kindness, curiosity and inquisitiveness at its core.
Balance is always to test things out and push the boundaries and avoid the orgnaisation stifling invocation. We need to encourage testing a new approaches, that ensure when things go wrong will have low consequences.
Role modelling by executive teams is crucial and leadership development, backed up by QI methodology is key.
Being a CEO is highly personal - getting it right for our local residents and patients is the main reason to do the job.
https://www.sabp.nhs.uk
Twitter: graham_wareham
Linkedin: https://www.linkedin.com/in/graham-wareham-b15ba113?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Saknas det avsnitt?
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The new Chair of the Trust challenged the executive to improve the culture and ways of working that properly engaged staff on the back of a succession of poor staff survey results.
The team used the leadership into action methodology; created an internal improvement academy; engaged; listed; acted; be honest when things go wrong and developed a vibrant leadership culture.
Poor behaviour was tackled and a set of shared and owned values implemented.
Hal shares how he developed as a leader and sustains his approach.
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Pulling from the evidence base and experience of experts, such as Michael West, Anita plots the changes made in Cambridgeshire Community Services NHS Trust. A simple narrative and approach starts with engaging and listening to staff; simplifying how the organisation operates; reducing tiers of management; simply objective setting process and develop a positive and supportive culture.
Cambridgeshire Community Services NHS Trust Is also the Trust that is led by the podcast host, Matthew Winn - hence Anita, as deputy chief executive is talking about the culture and leadership in the organisation.
https://www.cambscommunityservices.nhs.uk
Twitter: @pisanianita
LinkedIn: Anita Pisani
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Trust co-produced simple value statements that all could understand and live at work. This approach started with a new leadership team facing huge financial challenges. The Solent approach focused on building leadership capability; quality improvement capacity and knowledge; honest conversations about what was going well/not so well; a visible leadership that celebrated great care with staff.
Key components of the Trust wide culture are accountability; engagement with all staff; clear reporting on things that go wrong and ensuing all leaders are accessible and listen.
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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The Combined Trust has been the professional home for Buki, over 25 years - as an older age psychiatrist and now chief executive.
The leadership team were fed up with standards below what was acceptable and poor staff survey results, Combined started on a ‘listening project’; listened to their people and made changes. This has led to an ongoing engagement culture and approach hard wired with specific levers and understanding how great teams work.
Buki explains how they did this, what has changed and gives insight into her leadership approach.
Twitter: @combinedNHS
www.Combined.nhs.uk
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Midlands Partnership University NHS Foundation Trust mission is “Together we are making life better for our communities”. Working across the midlands, it provides physical and mental health services to local communities.
The Trust has invested in quality improvement methodologies and competence focusing in small changes - learnt from the Virginia Mason model.
Neil has invested much of his time developing a committed, cohesive and established leadership team that devolves responsibility and support to service areas. The organisation has appointed managing directors for specifics services areas, that lead interesting portfolio of specialist and local services.
The ethos has been built on using data well, getting the basics right and learning from best practice.
https://www.mpft.nhs.uk
Twitter: @NeilCarrNPFT
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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The podcast explores the “DCHS” way and how that has set a simple but effective framework for the values, expectations and behaviour within the organisation.
Tracy describes how to create psychological safe teams, but teams that challenge themselves, especially with service user and patient views on hope well they are doing.
The podcast hears from Tracy’s leadership style and personal impact and advice to people embarking on their leadership career.
https://dchs.nhs.uk
Twitter: @TracyAllenDCHS
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Jane Tomkinson details the cohesive team that has been built of many years in Liverpool. This is built on:
building relationshipsknowing the Trust inside outsingle purposecivilitySome key elements the team has learnt:
develop values with staff communicate, communicate, communicateensure the values are visibly present and relevantfocus on the importance of appraisalsno one is more important than anyone elsenever revert to using your job title to make change and command peopleculture is not developed quicklydo not over promiseAt the Countess of Chester there is a huge re-building job to develop trust internally and with the public; ensure teams and services are resilience. This will take time and must be built on developing trusting teams.
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
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Background on the NHS staff survey:
The NHS staff survey has operated since 2003 and provides a rich source of comparative data and is recognised as one of the largest workforce surveys in the world. Last year over 630,000 colleagues took time to complete, fulfilling an aspiration of the survey that “we each have a voice that counts”. The survey is abased around 111 questions, aggregating into 21 sub scores and 9 overall themes and responses are provided by all 215 NHS statutory provider organisations and around 50 other health care organisations.
The questions include alignment to the Copenhagen Burnout Inventory and the Health and Safety Executive stress assessment and tools and have also aligned workforce disability and race equality standards into the survey and standardised analysis on the confidence of staff to raise concerns and be confident these are acted upon are derived from the answers.
NHS England state there are four main purposes of the survey; 1) consistent survey, 2) ability to compare changes over time, 3) understand variation in staff experience and 4) drive improvement. The first two are always fulfilled and latter two left entirely to the individual organisations to pursue. Whilst employers must take primary responsibility to drive improvement in staff experience and support, local, regional and national regulatory/oversight architecture is not using this data forensically to aid them in their responsibilities. Two areas standout as ripe for using the data effectively.
Firstly our regulatory environment must be able to benefit from an evidence based analysis of the culture and views of staff in an organisation they are focusing on. Which inspector would not do their job well if they had analysis, broken down by staff groups cut into themes of safety, team working, compassionate leadership, diversity and inclusion etc. A healthy working culture takes time to build up and is a good indication that our teams are able to provide great care to local residents.
Secondly there is (rightly) a huge focus on health service productivity currently, but issues with productivity will not be solved unless you look under the bonnet. Alongside surveys such as the GMC training survey, we have an abundance of data to identify at team level, the dynamics that stop us being productive and report after report have concluded this will often be issues of leadership, culture, inclusion and safety. So alongside data from the getting it right first time and the model hospital, why are we not getting into root causes of issues and publishing staff survey data to shine a light on what needs to change at organisational and team level?
Matthew Winn is Chief Executive of Cambridgeshire Community Services NHS Trust and Norfolk Community Health and Care NHS Trust
