Talk Health and Care

Workstream for the Long Term Plan

How do we develop compassionate, effective and diverse leaders?

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 The NHS Long Term Plan contains commitments to transform leadership, culture and talent management. Achieving these commitments will need action in every part of the NHS – to create a whole-system approach to talent management, to identify and develop NHS leaders, and to systematically measure and change culture.

Whole-system talent management will strengthen and support compassionate and diverse leadership at all levels. This work will continue to roll out regional talent boards, supported by a national board. It will enable more senior clinicians to take on executive leadership roles. And it will expand the NHS graduate management training scheme, as well as help people move from other sectors into senior NHS leadership roles.

Talent management will be supported by focused leadership development for leaders at all levels and in all parts of the NHS. This will include support to primary care networks and integrated care systems. The scale, reach and quality of leadership development across the NHS will match the needs of the service. We will nurture the current and the next generation of leaders, developing and embedding the knowledge, skills, attitudes and behaviours necessary for leaders to create cultures of compassion, inclusion and collaboration.

Across the NHS we will encourage initiatives to improve culture. This cultural shift will mean creating a supportive environment in which national bodies act as role models for a compassionate and inclusive culture.

We will build on the progress of Developing people – improving care, a guide for leadership development and talent management, and other reviews, but most importantly we want your ideas.

 

1. How do we nurture and develop effective leaders?

2. What support would make the greatest difference to you and give you the time and space to maximise your impact?

3. What more needs to be done to ensure we have more diversity among senior leaders across the NHS?

4. How do we support our leaders to take a quality improvement approach in all they do?

Select 'more' to find out information about what happens with your ideas

 

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In order to practice as leaders, doctors should meet standards, as they do for the rest of their medical practice. The public needs to be confident that medical leaders meet high standards when they hold high levels of leadership responsibility in any NHS organisation.

Richard Denver
by Richard Denver
0 Votes
Comments 1
Richard Denver
PANEL QUESTION

How should we assess the quality of an organisation’s and separately a local system’s leadership?

Jo Denson
by Jo Denson
0 Votes
Comments 2
Jo Denson

There isn’t an easy way to record learning development in leadership for doctors. There should be a learning and development diary/log for medical leaders and guidance easily available on appropriate development options that can be used for revalidation.

Myra Malik
by Myra Malik
0 Votes
Comments 1
Myra Malik

The NHS needs to pay closer attention, truly understand the potential, and give more importance to diversity and not merely be a poster displayed on hospital hallways. NHS institutions and organizations need to have better diversity metrics to reveal the true extent of how diverse institutions are (percentage of population X, percentage of population X in middle management position and senior management, etc.). This will help identify hidden gaps in management diversity and will give way to...

ralph acda
by ralph acda
0 Votes
Comments 1
ralph acda

There needs to be quality control in the leadership development courses and programmes offered to NHS staff. Certification by an independent body would helpfully guide individuals and assure organisations of value for money

Samantha Judd
by Samantha Judd
0 Votes
Comments 1
Samantha Judd

We need to get more clinical staff engaged in leadership to senior management levels then give them equitable access to very senior management development. These development opportunities need to be quality assured to give alignment and value for money. They must also reflect the leadership skills required in the new ways of whole system working described in the LTP; influencing and agility will be much more important.

APH
by APH
0 Votes
Comments 2
APH
by
APH

As dentists we pigeon hole ourselves into thinking all we are good for is drilling/filling/suction/repeat ad nauseaum. We do not tend to get involved as we do not feel included in the decision making process around us. We are not part of CCGs, we do not have links into ICSs, (yet, although I keep my fingers and toes firmly crossed that this shortsightedness will change...) and there does not seem to be clear paths for those with the right skillets to be allowed into the policy making towers...

Nishma Sharma
by Nishma Sharma
0 Votes
Comments 1
Nishma Sharma
PANEL QUESTION

Besides staff surveys, how do we evidence what compassionate and inclusive leadership looks like for staff in NHS organisations?   How does this work in your organisation? Do you have any good examples of where organisations demonstrate that they’re listening to the experiences of their staff?

Claire NHS Leadership Academy
0 Votes
Comments 2
Claire NHS Leadership Academy
Idea thumbnail

We have recently founded the Shuri Network (named after the Black Panther character) for women of colour in NHS health informatics and technology with support from NHS England and Health Education England.  20-50% of our nursing workforce, 40 %of hospital Drs and 28% of GPs are from a BAME background and yet <5 Chief Information Officers or Chief Clinical Information Officers are women of colour. BAME women are very often the ones using software and technology on the NHS frontline...

The Shuri Network
by The Shuri Network
0 Votes
Comments 3
The Shuri Network
CHAIR/LEAD QUESTION

We know that the NHS needs to collaborate more.  We need to throw off the last vestiges of a system that competes with itself and create a system where staff can have careers that like 'climbing frames' not allow, but encourage sideways as well as upwards movement.  Managers and leaders at every level must view the growth and development of their teams - including encouraging those who are ready - to move to new organisations and gain new experiences.  Part of this must be structural - but...

Stephen Hart
by Stephen Hart
1 Votes
Comments 4
Stephen Hart
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