LEADERSHIP ACADEMY


Leadership opportunities for managers in the NHS


Are you considering further development of your leadership skills? If so, David Brayshaw’s experience of the Leadership Academy’s Elizabeth Garrett Anderson programme provides useful information and encourages participation in this worthwhile opportunity.


Effective leadership has been recognised as a fundamental cornerstone of any organisation. In organisations as large and complex as the NHS, high-quality management and leadership is essential. Numerous cases have hit the headlines where the quality of patient care has been poor and subsequent investigations have revealed that ineffective leadership has been a root cause, with too much emphasis on aspects of service, distracting from the provision of high-quality care.1–3


The King’s


Fund recognised this and in its publication ‘No More Heroes’4


reported that “the NHS


will be able to rise to the financial and quality challenges it faces, only if the contribution of managers is recognised and valued… leadership development must be a priority for every NHS organisation”. The NHS has responded by investing


over £30 million into promoting and developing leadership, with thousands of staff working in NHS-funded care expected to undertake various programmes in the coming years. This initiative, supported by the NHS Leadership Academy, is the largest and most comprehensive approach to leadership development the NHS has ever seen. The programmes are aimed at a wide


range of NHS staff, including nurses, doctors, allied health professionals, support staff, scientists and managers. One of the main goals is to change NHS culture with an across-the-board approach to leadership development, touching staff at every level across the entire healthcare system. Six programmes currently are offered (Tables 1 and 2) purposely named after inspiring leaders who have made a significant difference to health and patient care.


Shaping the future Prior to joining the NHS in 2009, my managerial and leadership experience was developed both from within Armed Forces and commercial sector environments, with skills gained in hospital laboratory, ship sickbay, field hospital, in addition to sales, marketing and technical support environments – varied, to say the least. In my current position as Directorate Manager for Laboratory Medicine within Central Manchester University Hospitals Foundation Trust, I rely on my skills and previous experience to fulfil my role, but I have always had an appetite to develop further. I felt the opportunities offered by


Table 1. The six programmes currently on offer. Programme


Aimed at Edward Jenner (EJ)


Edward Jenner Advanced (EJA) Mary Seacole (MS)


Elizabeth Garrett Anderson (EGA) Nye Bevan (NB)


The Director Programme (DP) 244


Everyone interested in healthcare leadership People taking the next steps


In or soon to be in their first leadership role In or soon to be in a senior leadership role Aspiring executive directors Experienced executive directors


David Brayshaw.


the NHS Leadership Academy would help shape future career direction within the NHS and so I applied for a place on the Elizabeth Garrett Anderson Programme – Leading Care II, in late 2013. The programme offered the opportunity


to learn by application of innovative leadership development techniques and strategies founded from collaborative working with international healthcare, private sector organisations and expert academics. The course was designed to provide a framework for leaders to work intensively with peers in collaborative, face-to-face and online environments, in order to apply new skills and make a real difference to patient care.


Compelled to apply The Academy developed the programme in close partnership with the patient representative group, National Voices, and with other patients, carers and members of our communities. It focused on improving patient experience and outcomes at an organisational, health economy and national level. One highlight of the introductory literature was the promise “Expect to have your behaviours and your mindset challenged, and your perspectives broadened as you prepare to lead transformational change through healthcare systems”. With such a statement, who wouldn’t be compelled to apply?


MAY 2016 THE BIOMEDICAL SCIENTIST


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60