Leadership
informed choices. These workshops create a safe space for leaders to explore their challenges and develop practical solutions. Rather than filling a skill and knowledge gap, these types of workshops may extend over a period of time, addressing multiple confidence and psychological issues with each session. It is not something that can be learned and then applied, it is a feeling and a belief that has to grow from within a person and come from a place of determination to change and a willingness to be the best version of themselves in their position and job role.
Networking and knowledge sharing platforms
By attending conferences or joining forums and virtual networks, leaders can share insights, challenges, and successful strategies. Knowledge sharing platforms within the care home community allow leaders to learn from each other’s experiences. Peer-to-peer learning fosters a sense of camaraderie and reduces the isolation that leaders may feel. Establishing connections with other care home leaders in the local area can be particularly beneficial, addressing issues specific to the community, such as navigating council funding challenges. Engaging in conversations with peers facing similar scenarios not only offers reassurance but also facilitates specific and effective solutions through shared experiences. However, as a word of warning, be careful with the information you share on these forums or at networking events. While the exchange of insights is valuable, leaders must be mindful not to divulge specific details that could compromise resident privacy or breach safeguarding protocols. Maintaining confidentiality is paramount, and discussions should steer clear of sensitive information that could potentially harm the wellbeing of residents or violate ethical guidelines.
The long term benefits of collaborative leadership development Sustainable transformation The collaborative approach to leadership development ensures that the transformation of a care home is sustainable. Rather than opting for immediate replacements, investing in the development of existing leaders creates a foundation for long term success, opting for stability rather than extreme peaks and troughs. This strategic perspective
42
The lack of confidence and knowledge in leaders may be rooted in various factors
acknowledges that leadership is an ongoing journey of growth and adaptation, and not just a destination, or ‘job done’ mentality. Effective leadership demands a mindset of perpetual learning and flexibility. Where each new experience, challenge, and interaction serves as a lesson guiding leaders towards enhanced capabilities and insights. This journey involves a commitment to personal and professional development, an openness to feedback, and a willingness to embrace change.
Cultivating a positive organisational culture A positive and inclusive organisational culture is a by-product of effective leadership development. When leaders are confident, knowledgeable, and continuously evolving, they set the tone for a workplace where staff feel supported, valued, and motivated. A leader who is confident in their position can instil confidence in their subordinates, and those with proficient knowledge can share their wisdom far and wide. Instead of keeping their talents to
themselves, the right manager for the job will feel inclined to pass on their knowledge and empower their workforce, noting that a great leader is nothing without a great team. It takes outstanding leadership to build a strong team, and winning teams are developed under leaders who can be adaptable to each team member’s needs. This positive culture permeates through all levels of the care home, contributing to improved resident care and overall operational excellence.
Enhanced reputation and stakeholder confidence Care homes that prioritise collaborative leadership development set the stage to not only improve their internal dynamics but also generate a ripple effect that influences how stakeholders perceive and engage with the care home. Stakeholders, including residents, families, and regulatory bodies, gain confidence in facilities that demonstrate a commitment to leadership development and excellence. This, in turn, opens doors to the likes of funding opportunities, appealing to
Tina Stebbings
Tina Stebbings is a business manager at Fulcrum Care Consulting, with an excellent understanding and interest in the business side of care. In her time, Tina has implemented strategies including improving agency usage and appropriate admissions. She has broad knowledge of conducting mock CQC inspections and implementing robust service improvement plans.
investors who can enable care homes to enhance their infrastructure, programs, and services through their monetary involvement. An increased reputation also appeals to potential new residents and their loved ones. Through word of mouth and referrals, those looking for a care home can be recommended to the facility who have been seen and heard to be doing good and excelling in strong leadership, as it positions the care home as a more attractive and trustworthy option. The best way to transform a care home that appears to be struggling is not always to replace leaders and managers at the first sign of trouble. Taking a collaborative approach that recognises the dual nature of leadership challenges — skill deficiencies and a lack of will — positions care homes for sustainable success. By investing in skill enhancement programs, mentorship initiatives, and continuous professional development, and addressing confidence and knowledge barriers through workshops and coaching, care providers can contribute to the long-term success and positive transformation of their care homes. This strategic perspective not only benefits individual homes but also elevates the standards of the entire care sector, ultimately leading to improved outcomes for residents and greater confidence from stakeholders.
n
www.thecarehomeenvironment.com May 2024
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
