Clinical Leadership & Organizational Skills

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Clinical Leadership Organizational Skills

• Dr Khaled Kadry
• Specialist Registrar
• Child Adolescent Psychiatry

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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

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Clinical Leadership
To motivate, to inspire, to promote the values
of the NHS, to empower and to create a consistent
focus on the needs of the patients being served.
Leadership is necessary not just to maintain high
standards of care, but to transform services to
achieve even higher levels of excellence Our
NHS, Our future Department of Health, 2007
The official NHS definition
Empowering clinicians to have the confidence
and capability to continually improve health care
on both the small and the large scale
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Mental Health and Neuroscience (Kings Health
Partners)
Trust, IoP and KHP governance and management
structures
Basic Research Groups
SGDP/Genetics
Neuroimaging
Neuroscience
BRC
HSPPCR
Analytical Methods
Psychology
Core Professional Training
Psychology
Psychiatry
Disorder / research based training and education
Nursing
OT
Psychotherapy
Social Work
BRC Biomedical Research Centre Social, Genetic
Development Psychiatry Health Service
Population and Primary Care Research
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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

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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

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Leadership v Management

• Stability
• Managing work
• Short-term
• Objectives
•  Plans detail
• Makes
• Formal authority
• Reactive
• Transactional
• Results
• Minimizes
• Makes
• Avoids
• Existing roads
• Takes
• Blames

• 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

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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

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SLaM ProgrammeSouth London Maudsley
Leadership and Management Programme
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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)

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Overview of Programme
E V A L U A T I O N
Core programme
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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

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Medical leadership Competencies Framework
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Demonstrating personal qualities

• Self-awareness
• Self management
• Self development
• Acting with integrity

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Working with others

• Developing networks
• Building and maintaining relationships
• Encouraging contribution
• Working within teams

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Managing Services

• Planning
• Managing resources
• Managing people
• Managing performance

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Improving Services

• Ensuring patient safety
• Critically evaluating
• Encouraging innovation
• Facilitating transformation

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Setting Direction

• Identifying the contexts for change
• Applying knowledge and evidence
• Making decisions
• Evaluating impact

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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

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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

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Time scale
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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

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Outcomes

• Organization
• Trusts 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

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Knowing others is intelligence Knowing yourself
is true wisdom. Mastering others is strength
Mastering yourself is true power.

• Lao-Tzu