Leadership
Transforming care homes: a strategic approach
Tina Stebbings, business manager at Fulcrum Care Consulting, delves into the nuanced aspects of leadership development within the care home sector, and discusses the importance of fostering skills and confidence in leaders rather than resorting to immediate replacement
The success of any care home is intricately tied to the leadership and management capabilities of those at the top of the hierarchy. In addressing underperforming care homes, often, the initial reaction is to point the finger of blame and remove leaders and managers who seem to be falling short. However, a more strategic and effective approach for a struggling care home is to work collaboratively with its leaders, understanding that person and character transformation is not solely a matter of skill but often a matter of will, too. The absence of a manager – or the presence of an underperforming one – can have severe repercussions on both staff and residents. It may lead to a decline in the quality of care offered, jeopardising the wellbeing and satisfaction of residents.
Staff can end up facing challenges such as lack of guidance and poor communication, with decreased job satisfaction and morale potentially resulting in higher turnover rates. The issue may escalate to a point where it negatively affects the CQC rating of a home. Going from a green to an amber rating could lose care providers as much as £200k in profitability, and the value of a home could drop by as much as eight times.
Recognising the root causes Skill deficiencies Transforming a care home requires a comprehensive understanding of the trials and tribulations contributing to its challenges. These could include any number of problems – recruitment and retention issues, compliance with
intricate social care regulations, financial constraints, integrating evolving healthcare technologies effectively, addressing ethical concerns and end-of-life decisions, facilitating effective communication and coordination among stakeholders, and comprehensive risk management, to name just a few. A holistic understanding of these challenges is crucial for initiating transformative strategies that enhance the overall quality of care and resident satisfaction within a care home. In regard to leadership, one of the primary challenging factors is often a matter of skill. Leaders and managers may lack the necessary skills to navigate the complex regulatory landscape, manage staff effectively, or adapt to evolving healthcare standards. Identifying these skill gaps is the first step towards targeted intervention. However, this does not imply that a candidate is inadequate and unsuitable for the role; rather, it emphasises the importance of having the right individual with the appropriate attitude and a willingness to learn and improve. From this, a person can acquire the required skills and adapt their approach to work and management.
Lack of confidence or knowledge The second crucial aspect is a matter of will, which is closely tied to confidence and knowledge. In many instances, leaders may possess the requisite skills, but a lack of confidence or knowledge hampers their ability to apply them effectively, as they lack the capability of conscious choice and decision with intention. This can manifest in decision-making hesitancy, an inability to innovate, or a reluctance to embrace new trends, such as technological advancements and the changing CQC framework. The lack of confidence and knowledge in leaders may be rooted in various factors,
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www.thecarehomeenvironment.com May 2024
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