Leadership for Senior Doctors

A 3 Day Leadership Development Programme based on a detailed examination of:

Leadership and Management for all Doctors (LMD) GMC (2012)

and all 7 sections of the NHS Leadership Framework (NHSLF)

Course Objectives

  1.  By the end of the course, participants will have increased their self-awareness of the values, assumptions, filters and perceptions that shape how they experience others and their needs. They will develop their  skills to listen actively, give motivational praise and constructive criticism and seek the same from others. They will be more aware of the impact of the principles of integrity and ethics on their own and other’s leadership and decision making.
  2. By the end of the course, participants will have developed ways of leading and working more effectively with individuals, teams and networks, building and maintaining trust and understanding, to deliver results.
  3.  By the end of the course, participants will have developed tools and techniques to plan to achieve goals and manage resources, measure and evaluate outcomes, take corrective action where necessary, lead and motivate a diverse workforce and hold themselves and others to account for outcomes.
  4. By the end of the course the participants will be able to assess and manage risk, think analytically and conceptually to identify improvements in quality,and create a climate of continuous improvement.
  5. By the end of the course, participants will be able to identify the contexts for leading change, gather information to produce an evidence-based challenge to systems and processes,  identify when and how to make decisions using their values, supported by evidence, to make good decisions.

Example Programme

Day One

09.00  Registration and coffee

09.30  Introductions and personal objectives

10.00 Overview of the NHSLF

Group discussion about how trainees currently demonstrate competence.

10.30 Break

10.50 Session 1: NHSLF 1 – Demonstrating Personal Qualities:

Exercises and activities to develop awareness and explore personal values and assumptions about the world, and to test out individual filters and perceptions that determine what we are aware of and how we identify the needs of others.

11.45 Active Listening, Praise and Constructive Behavioural Feedback

A session covering some basic communication skills and ground rules for dealing with other people.

Personal development will be ‘pump-primed’ by setting feedback partners who will mentor each other and give and receive feedback throughout the programme.

12.00 “The River”

An exercise to consolidate learning about values and assumptions, and to explore aspects of integrity and ethics.

13.00 Lunch

14.00 Session 2: NHSLF 2 – Working with Others: “The Da Vinci Challenge”

2 teams compete against each other to complete a series of practical and cerebral team problem solving challenges in and around the venue. Completion of challenges will gain the teams information which when deciphered and decoded will give them a password or location which will reveal the “last resting place of the Holy Grail”.

The Da Vinci Challenge will be followed by a review session which reflects on how well they networked and created partnerships; build relationships across teams; encouraged contributions and worked as a team. The review will also explore the skills and behaviours which added value to the problem solving process (and those which didn’t). From this discussion individuals will be able to start benchmarking their skills and behaviours across the three days, giving them the opportunity to test out different skills, behaviours, styles and approaches, thus broadening and deepening their understanding of their personal leadership style.

17.00 Close

Day Two

09.00 Meet feedback partners to review learning from Day 1

09.15 Introduction to Day 2

09.20 Session 3: NHSLF 3 – Managing Services

09.30 Short activities to develop project planning skills and tools, use of resources, motivating others and

holding to account.

10.30 Break

10.50 Short activities continued.

11.50 Review of modus operandi and approach to managing services.

12.00 Session 4: NHSLF 4 – Improving Service: “Quality Improvement Challenge”

Working in two teams, each with the same quality improvement challenge (to include a change of leader to explore the impact of new leaders on the team).

13.00 Lunch

14.00 Review of mornings exercises. Discussion with feedback partners to benchmark personal strengths and

areas for development.

14.30 Session 5: NHSLF 5 – Setting Direction: Whole Group Challenge (Consolidation of Learning)

(exercises venue dependent, chosen in consultation with the client and considering individual, group and organisational needs and leadership opportunities)

A: “The Shrine” (single team multi-task activity to buy land, source materials, negotiate planning regulations and build a shrine)

B: “The Matrix” (a multi-team activity to produce quality products which can then be placed in The Matrix – explores competition versus co-operation)

C: “Gourmet Challenge” (the group s divided into 3 or 4 teams to design and deliver a 3 course meal for themselves to a cash budget, including table decorations to a theme and after dinner entertainment. This may run into the evening.)

Day Three

09.00 Review of learning from Day 2

09.20 Discussion between feedback partners to chart progress and personal development, and set new targets for the final day.

09.30 Session 6: NHSLF 6 and 7 – Creating the Vision and Delivering the Strategy

09.50 Break

10.00 : “Safety First”

The group as a whole is tasked with a significant challenge which requires a thorough and detailed planning and resourcing session prior to the group setting out to achieve the challenge.

The challenge will take all morning and into the afternoon and requires planning, resourcing, allocation of specialist skills, leading concurrent activities, difficult communications, troublesome specific requirements, additional stakeholder attention and difficult client needs to be met.

14.00 Lunch

This exercise may result in a late lunch after which “Safety First” will be reviewed.

15.00 Discussion between feedback partners to consolidate learning and develop an action plan to take learning forward into the work place.

Contracting to follow up with each other where practicable.

16.00 Whole group review of learning and action plans.

17.00 Finish and depart.

This version of the course is designed to be non-residential and prices start at £1,250.00 plus VAT per delegate inclusive of venue costs.

A more complex programme is available which includes a psychometric (to be agreed e.g. MBTI) and some additional learning activities to develop the concepts of leadership even further. This would either lengthen the course as appropriate, or it would become residential providing additional learning time during the early evenings.

Because this course is venue dependent, we would locate a suitable, cost effective venue at preferential rates for you.  Some suitable venues we have used, or plan to use, include:

Boxted Hall, Boxted, Bury St Edmunds, Suffolk, IP29 4JT
Tuddenham Mill, High Street, Tuddenham, Nr. Newmarket, Suffolk, IP28 6SQ
Madingley Hall, Madingley, Cambridge, CB23 8AQ
Highgate House, Groom’s Lane, Creaton, Northampton. NN6 8NN
Woodside, Glasshouse Lane, Kenilworth, Warwickshire. CV8 2AL
High Trenhouse, Malham Moor, Settle, North Yorkshire, BD24 9PR, UK
Mere Court Hotel & Conference Centre, Warrington Road, Mere, Knutsford, Cheshire WA16 0RW
Bodysgallen Hall, Llandudno, North Wales, LL30 1RS
Miskin Manor, Pendoylan Road, Groesfaen, Pontyclun, Mid Glamorgan. CF72 8ND
Parkfields Country House, Pontshill, Ross-on-Wye, Herefordshire, HR9 5TH
St Pierre Hotel, St Pierre Park, Chepstow, NP16 6Y
Tortworth Court Four Pillars Hotel, Wotton-under-Edge, South Gloucestershire, GL12 8HH
Eastwood Park, Falfield, Wotton-under-Edge, Gloucestershire, GL12 8DA


The NHS Leadership Framework (based on the Medical Leadership Competencies Framework)

NHSLF 1 – Demonstrating Personal Qualities:

Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To do so, they must demonstrate effectiveness in:

·  Developing self awareness by being aware of their own values, principles, and assumptions, and by being able to learn from experiences

·  Managing yourself by organising and managing themselves while taking account of the needs and priorities of others

·  Continuing personal development by learning through participating in continuing professional development and from experience and feedback

·  Acting with integrity by behaving in an open, honest and ethical manner.

NHSLF 2 – Working with Others:

Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. To do so, they must demonstrate effectiveness in:

· Developing networks by working in partnership with patients, carers, service users and their representatives, and colleagues within and across systems to deliver and improve services

· Building and maintaining relationships by listening, supporting others, gaining trust and showing understanding

· Encouraging contribution by creating an environment where others have the opportunity to contribute

· Working within teams to deliver and improve services.

NHSLF 3 – Managing Services:

Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. To do so, they must be effective in:

· Planning by actively contributing to plans to achieve service goals

· Managing resources by knowing what resources are available and using their influence to ensure that resources are used efficiently and safely, and reflect the diversity of needs

· Managing people by providing direction, reviewing performance, motivating others, and promoting equality and diversity

· Managing performance by holding themselves and others accountable for service outcomes.

NHSLF 4 – Improving Service:

Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. To do so, they must demonstrate effective in:

· Ensuring patient safety by assessing and managing risk to patients associated with service developments, balancing economic consideration with the need for patient safety

· Critically evaluating by being able to think analytically, conceptually and to identify where services can be improved, working individually or as part of a team

· Encouraging improvement and innovation by creating a climate of continuous service improvement

· Facilitating transformation by actively contributing to change processes that lead to improving healthcare.

NHSLF 5 – Setting Direction:

Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. To do so, they must demonstrate effective in:

· Identifying the contexts for change by being aware of the range of factors to be taken into account

· Applying knowledge and evidence by gathering information to produce an evidence-based challenge to systems and processes in order to identify opportunities for service improvements

· Making decisions using their values, and the evidence, to make good decisions

· Evaluating impact by measuring and evaluating outcomes, taking corrective action where necessary and by being held to account for their decisions.

PLUS Vision and Strategy specifically for Senior Doctors:

NHSLF 6. Creating the vision:

Effective leadership involves creating a compelling vision for the future, and communicating this within and across organisations.

This requires individuals to demonstrate effectiveness in:

  • Developing the vision for the organisation
  • Influencing the vision of the wider healthcare system
  • Communication the vision
  • Embodying the vision

NHSLF 7. Delivering the strategy:

Effective leadership involves delivering the strategy by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans.

This requires individuals to demonstrate effectiveness in:

  • Framing the strategy
  • Developing the strategy
  • Implementing the strategy
  • Embedding the strategy