Warning!
The following transcript was generated automatically from the content and has not been checked or corrected manually.
Medical Leadership and SAS Doctors Mr Charles J Martyn, Medical DirectorGMC Register as of 23 September 2021 • SAS doctors are almost 20% of all doctors, rising to 30% when local employed doctors are included • A diverse group ranging from doctors with 4 year’s experience to highly experienced Independent Practitioners • All prospectively appointed doctors into SAS are Specialty or Specialist Doctors • Some doctors remain on the historic grades, now closed to new entrants Academy of Medical Royal College’s Leadership Framework 1. Demonstrating personal qualities – self awareness/integrity 2. Working with others – networking, building relationships, team working 3. Managing services – planning, manage resource and people 4. Improving services – patient safety, critically evaluate, facilitate change/transformation 5. Setting direction – identify context/need for change. Apply evidence, make decisions, assess impact RCP SAS Doctor Strategy 2022-24 Strategic Aim 1 – Educating • Ensuring equity of access to education and examinations • Supporting SAS doctors’ involvement in delivery of education • Supporting development of SAS doctors in research Strategy Aim 2 – Improving • Supporting SAS doctors to be involved in quality improvement and service design and consequent service developmentStrategy Aim 3 – Influencing • Supporting SAS doctors to develop leadership skills and therefore positioning themselves for leadership of design workforce planning and the delivery of patient centred care • Sharing good practice of SAS doctors • Working within an multi-professional communityRCP Strategy Aim 4 – Member Engagement • Building SAS communities with RCP to represent workforce • Establishing SAS networks • Support SAS doctor wellbeing• NI Charter for Specialty and Associate Specialist Doctors 2015 • Appointment of SAS Trust leads who work collaboratively to develop and support SAS doctor development and career opportunities locally • We look forward to the appointment of a regional SAS Lead (Associate Dean) • I am aware of the collective work of SAS Trust Leads to collaborate with DoH in that space SAS Development Programme • This incorporates leadership training with access for SAS to Proteus and Aspire Senior Leadership st Programmes (1 time) • Designing also a new bespoke SAS Leadership Programme ‘Chrysalis’ • Mentorship, communication and interview skills also included• Clinical skills training identified as to the most desirable type of training by SAS doctors in ‘Training Needs Survey’ • Would potentially enable SAS to upskill to deliver new services and influence service improvement and patient care • Specialty curriculum development to augment and develop good quality clinical skills is a key priority for staff What can you as clinicians do to lead the agenda? • Challenge the status quo • Pose questions • Stimulate the team • Is there an ‘ideas’ person in your team, if so utilise them Usually successful services have at their heart: • Strong clinical leadership • Close working relationship with service manager • Respect for both parties’ position is essential to achieve • Try to understand each other’s position Creating the right culture • Value based organisation • Emphasis on people management • Focus on continual improvement • Visible leadership • Partnership approach • Continual engagement • Bottom up as well as top down Clinical Leadership •“Essential in creating a culture of safety” •“Transformational leadership is essential in promoting a culture of safety” •“Finally, leaders must maintain a ‘just culture’ that recognizes most errors involve system deficiencies, not human error and that disruptive behaviour cannot be tolerated.” Clinical Obstetrics & Gynecology GLUCK, PAUL A. MD• How do you as a group aim to take forward your newfound skills and interest in clinical leadership? • What might you plan as an individual? • Is there work you plan to target? • How might that fit with the formal clinical leadership structures? Anne Marsden SAS Trust Lead T F Trust Sayed Ahmed SAS Trust Lead Calderstones Partnership F Trust Why SAS doctors can be effective leaders:- • Use ‘Initiative’ to act on opportunities • ‘Become a leader before other people view you as one’ • Healthy organisations reward those who take the lead, not just those with formal management rolesTake responsibility for your own objectives:- • Set priorities • Display a ‘ Can do’ attitude • Try to solve problems, rather than pass them on to others • ‘Yes, I’ll make it happen’• ‘Go the extra mile’ when asked to do tasks • Go beyond your job description – do work that gets you noticed • Show enthusiasm • Take ownership of problems, anticipate problems and solutions • Take pre-emptive action where possible • Don’t be afraid to try and fail, you may succeed• Present a positive image • Be assertive when the situation calls for it • Learn from failure, plan carefully, get objectives, persevere • Listen, be supportive, encourage others to do better • Making sure you get the best from others Work …Life – What’s Important To You?Questions?Good luck in your future career decisions and eventual career. Work hard, be the best you can be.
