Source: The King’s Fund
In this latest article from our Leading through Covid-19 series, Samaritans branch director Helen Goldsmith outlines how the charity has prioritised the immediate and long-term wellbeing of volunteers during the pandemic.
To read the article click here.
The virtual conference, taking place between 23rd-26th November 2020, will share practical ideas about transforming work and workplace cultures. It will explore how leadership and teamworking influences people’s work experiences, releasing their full potential to drive improved outcomes for patients and citizens.
There will also be the opportunity to discuss how to create compassionate cultures with other local health and care leaders.
To find out more or book a place click here.
This guide is aimed at supporting organisations to increase the uptake of flexible working among nurses. It explains:
For more information or resources linked to this guide click here.
The Kings Fund are holding a virtual conference from Monday 2nd November to Thursday 5th November, which will bring together top experts from the NHS and other parts of the digital health system to discuss the lessons learned and next steps after the Covid-19 pandemic.
The conference, along with other topics, will include:
To find out more and see the full programme click here.
This virtual conference will take place over four half-days from Monday 2 November. You can join the short, interactive sessions live or catch up later on demand.
Register before Sunday 20th September for early bird rates.
It’s been four months since the start of lockdown in the UK. As the restrictions lift, some people are keen to resume normal life, while for others the threat of the pandemic still looms large. How can leaders navigate this tension and support staff who are experiencing a wide range of emotions through this next stage of the pandemic?
Read more here
At the outset of the Covid-19 pandemic everyone rose to the challenge; in the health and care sector people did whatever it took to keep their teams and service afloat. Three months later the trajectory of the pandemic remains unclear and people are beginning to realise that we’re in this for the long haul. The future is uncertain, it’s impossible to plan anything, even a holiday. This can be tiring, demotivating, and team morale may suffer.
Leaders can best support their teams by offering structure and containment, protecting, encouraging, and creating opportunities.
Read more here
Amid the global COVID-19 pandemic, adaptation of healthcare systems, with strong medical leadership, has been integral to coping with the ever-changing situation. This article is based on the personal experiences of doctors in the NHS and insights into the frontline response to this situation. It reflects on leadership dilemmas and strategies implemented to overcome them, with a focus on systems thinking and adaptive leadership.
Read the article here
In this article Sam Foster, Chief Nurse, Oxford University Hospitals, considers what leaders need to do in this time of COVID-19
Read the article here
Objective leadership is associated with organisational performance in healthcare, including quality, safety and clinical outcomes for patients. Leadership development programmes have proliferated in recent years. Nevertheless very few have examined participant experiences in depth in order to understand which programmatic aspects they regard as most valuable relative to leadership in increasingly complex systems, or whether and how learnings may sustain over time. This article explores experiences of participants in an interdisciplinary leadership development programme using qualitative methods over an extended look-back period.
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This case study is part of a series that focuses on improving emergency department retention and recruitment. It outlines how East Lancashire Hospitals NHS Trust are using a modern, supportive approach to staff development to successfully combat longstanding recruitment challenges and rising rates of staff turnover and absence.
Read more here
