TRAINING & DEVELOPMENT
T Engaging and inspiring leadership for matrons
he NHS
continues with its transformation into a high quality,
high performance system engaged in a continuous cycle of improvement whose staff readily evaluate and raise their performance so that high quality care is available for all. The role of matron has again become pivotal in this transformation. Their job today is to enable, engage and inspire nurses as advocates, champions and guardians of quality. Matrons of today are leaders first, nurses second.
This requires flexibility, commercial awareness, the ability to accept change and sell change to others. In the very fast changing environment that is the NHS, matrons will find themselves in the critical role of implementing trust objectives and ensuring this is done in the spirit of the Lord Darzi report
Dale Carnegie provides a range of bespoke performance-improvement programmes to organisations across the whole of the UK , as well as a range of open programmes and 1 to 1 coaching.
Founded in America in 1912, the business now operates across 70 countries and boasts more than 2,700 instructors who present Dale Carnegie training programmes in more than 25 languages. In total, more than seven million people have completed a Dale Carnegie Training course.
The company works with a diverse range of clients which includes LaSCA, Sheffield NHS, York NHS and UCLH.
Jul/Aug 10
of Delivering High Quality Care for All.
Royal Liverpool and Broadgreen University Hospitals NHS Trust is one of the largest and busiest hospital trusts in the north of England with an annual budget of over £300 million, more than 5000 staff and almost one million patients being seen every year.
Diane Wake, director of nursing and infection control, has a very clear vision of how the role of matron needs to be at Royal Liverpool and Broadgreen University Hospitals NHS Trust and was very keen to provide world class leadership training for the matrons to help them develop in the role.
“The role of the matron is a diverse and challenging one and here at the Royal Liverpool and Broadgreen University Hospitals NHS Trust we wanted to ensure our matrons were in a strong position to meet those demands. Matrons are pivotal in ensuring clinical excellence and a positive patient experience and they need the right set of skills and aptitudes to be able to deliver on those expectations. It was with these thoughts in mind that we
decided to explore the possibility of a tailor made leadership development programme.”
After much consultation, Dale Carnegie was chosen as the preferred supplier for this project.
In the initial phase they had to get buy in and commitment from the matrons. This was done through a series of workshops and 1-2-1 review sessions. Once the needs were clear and the matrons were committed to the development, there were then a series of master class sessions focused on attitude and skills development. Running alongside the masterclass sessions, the matrons were working on action learning innovation projects to find new and innovate ways to improve the patient experience in hospital.
Reviewing the outcomes, DianeWake said:
“In a large acute NHS trust such as the Royal Liverpool
FOR MORE INFORMATION
Linda Parkes T: 0845 658 2288 E:
linda.parkes@
dalecarnegie.com W:
www.dalecarnegie.co.uk
nhe 83
and Broadgreen University Hospitals, communication and teamwork are essential components of effective service delivery. The teamwork and innovation that emerged as a result of this programme were immediately obvious. Our matrons range from very experienced to newly appointed and the time spent in their development was invaluable in terms of the networking, the support for each other and that increased sense of purpose that was tangible from the outset of the programme. Through the action learning sets the matrons developed their innovation projects, some of which are already embedded within the organisation.
“Dale Carnegie were able to understand the needs of the organisation and the individual needs of our matrons. They offered a programme that would challenge and stretch our matrons and support them in developing their own leadership capacity. ”
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