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Hi, everyone. Can someone just message in the chat if you can hear me? Okay. Awesome. Let's get cracking. Hi, everyone. I'm Reagan Mohammed. I'm an s h O working in London. And I'm the foundation rep for the trainee steering group, the tsg of the FML M. So thanks everyone for coming this evening. Um, really interesting. I hope you'll find it interesting. Webinar coming up over the next hour where we talk about all the opportunities that are available for foundation doctors. Um, we have some speakers were four speakers from a range of different experiences that they've done who will talk about, um, some of their experiences and what they've learnt. Any advice they have for everyone who is watching and listening. Um, if you have any questions, any thoughts, any comments just put them in the chat during the, um, during the webinar of the next hour. I can see the chat, so I'll be able to hopefully respond. Um, whenever you, uh, say anything, so let's get started. So the format of this webinar tonight it's in two halves, essentially the first half. I'll go through all the opportunities and the experience that you can do essentially yourself. So these are sort of self development resources and opportunities ranging from networking, postgraduate education and, uh, all the courses of leadership and management that are available to us and all the learning that you can do in your own time, ranging from listening to podcasts reading, um, and attending a bunch of webinars just like this. So the second half is about external opportunities, the things that you have to essentially go out of your way to find. But hopefully, um, you'll have a better idea after this webinar But all these sort of the real range of opportunities and experiences that are there for us, because most of the time we get siloed into medicine, and all we see are the inside of a hospital and wards. And actually, there's a whole range of really interesting cool things out out there. Sort of broader healthcare sector. Okay, uh, we've got speakers in each sort of half the self development and the external opportunities. So I hope you do very interesting just briefly before we start. Um, essentially wise leadership management important. I'm not going to go on about this because I mean, you're all here So you all know that I have some relevance. But all the big organizations the FML, M G M C high health education, England um, they're all taking notice. And it's becoming far more important because as doctors, we are absolutely leaders. Not when we are just consultants, but even as F one's and F two s on the wards and our first rotations from a sort of pragmatic approach. It's also important because for specialty training, a lot of your CST applications your I M T applications also, um, have score ng for leadership roles, whether that's local, regional or national. So it's really important that we get involved and hopefully here we'll take you through some of the opportunities that you can do. The FML m have some really in credible resources on their website. Absolutely. Take a look. There are, um, they sign post you to huge amounts of resources. Um, and one of them is the leadership development passport that the TSG created. Uh, I think in the last year or two, and essentially, you can use this as a database of all things that you've done, whether that's yourself, develop self development resources, whether you've read books. Whether you listen to podcasts, um, so I can, but I won't be able. I can enlarge the presentation. It's just a bit awkward because I won't be able to see the screen. You have some technical difficulties. Um, you don't need to read what's on this sort of small screen at the moment. Anyway, you can go on the leadership and passports. Just take a screenshot from there. Um, if it is too small, how can I can large it? Okay, it's tiny. Um, okay, let me just go into full screen so I won't be able to check the chat, But I will try and check it periodically. Well, hopefully you can see that a bit better now, essentially the development passport you can list and write down all of your opportunities that you've done. You can then use it for a r c E P. You can use it for, uh, a sort of a learning record. And you can add on your reflections about what you learned where it was. You can add in things like all the certificates that sort of show that you that you attended that learning and what you learned from it so you can look back on it. Um, throughout your career throughout your foundation training. Uh, and it's just a really nice record of all the things that you've done. So the first self development opportunity is networking. So what do I mean by this? Networking, Um, is putting yourself out there to find opportunities. Uh, and most of this is through people. So mentoring coaching, I see, is two sides of the same coin. And I think if one thing you do take away from today's webinar is that you should absolutely find role models, you can find mentors. There's, uh, there's a little bit different. Um, so mentoring is essentially more, um, facilitated, and it's a bit more direct. It's more usually from a more experienced person. Um, and they'll they'll be a more uni directional conversation and dialogue, essentially telling you and sign posting you to resources. Maybe introduce introductions to more people will be able to build your network, and you can ask them questions about X, Y and Z, whether what they think you should do with your career decision making or in your personal life as well. Coaching is slightly different, so coaching Um, in coaching conversations, the coach will essentially do listening most of the time, and the idea is that you come up with your own solutions and you figure things out for yourself so that it's a little bit washy washy. But actually it's very introspective, and the idea is that will improve. Your performance is a few frameworks things like the Oscar model or the grow model where you think of your goal. You think it's realistic what the obstacles to getting there are and what you're going to do next. But essentially, it's you figuring it out for yourself. I've had numerous mentors and coaches over the sort of last few years, and I see them as kind of like an advisory board where I can go to for direction, for support, for guidance and absolutely for networking. And they've introduced me to a whole new Some many of these opportunities that I'll come across here are through some of my mentors. Gathering is a bit more, and I would say, is the next step following mentor ring and coaching. It's one of the ways that you can say find out insight in a different role, especially for example, what is the medical director do? Or one of the best ways is obviously just talking to them. But beyond that is to sit in with them and meetings. See what a day in the life of your medical director is at your trust. At your hospital, you can learn a new soft and technical skills you can find if the whole leadership and management space is something that you are interested in. And essentially, what sort of responsibilities and roles at the medical director or your chief execs or your chief operating officer at your hospital actually does. And it's a huge insight into essentially the other side to providing healthcare, which is the operational management side of things. And again, you can absolutely build your network. So within your trust, put out some feelers. You can start mentoring, and you can start looking for mentors and coaches. You can be people you work with, or I've written to blogs on the F. M L M website, which are in the appendix there, and the, uh, they sort of go through pragmatic, uh, approaches to how to find a mentor, how to slide into someone's linked in DM asking them because it can be quite awkward conversation finding out finding someone to mentor you. But I go through sort of step by step approach, finding, identifying appropriate people how to reach out to them, what to say. And even if you're doing something like shadowing how to prepare for shadowing, what to do on the day of shadowing and how to reflect on the shadowing experience that you've had this all, um, linked in the appendix, you can also look at yourself as loads of really good resources on the blogs, part of the FML M website. This is absolutely something that you can start essentially from tomorrow. There's also a huge number of opportunities educating yourself. So there's post graduate courses, and they range from PG Search three modules PG diplomas, which are six. Or you can do four master's in a range of really interesting and unique subjects, from global health to clinical management to more specific to leadership management, things like a master's in business administration. Again, there's issue also of thoughts you have to have about how to fund some of these post graduate courses. But again, dina reason health education England are actually starting to fund, um, certain postgraduate courses for trainees within the Dean ary. So even as an f one f two, you can have access to some of these funding, uh, and start doing some of these courses. Similarly, the NHS Leadership Academy. If you go on the website, you'll see a huge range, of course, is that they have ranging from sort of the entry level, which is the E. J. The Edward Jenner program. Mary See Call the Elizabeth Garrett Anderson program. And they're all sort of, um uh negative. And you can go up in level between sort of entry level middle management despite the aspiring chief execs program. But again, this is all self development. Uh, and you can and the Edward General one is free. And again, some Dean Aries will fund the Mary see call of the Elizabeth Garrett Anderson program for you. So absolutely look into some of those avenues for funding. There's also, um, similar to, of course, is with the King's Fund. They've got leadership development programs slightly more expensive but very, very credible and very in credible um, so curriculum that they have on the King's Fund alongside some of the existing resource about leadership and management in terms of their, um, their blogs and their posts and the content and they create. You can also get involved in project management qualifications. This is more if you're getting into strategic or project management roles, and these are the roles sort of a C suite. Level levels will be your transformation directors. Uh, and again, there's entry level ones, which are things like your lean six sigma and your prints to foundation all the way up to M S P, which is managing successful projects or programs. Again, funding is available. That can be quite expensive. Um, if you explore avenues for funding, then, uh, then your trust or your Dean ary could fund some of these opportunities for you. So here we'll get into the first speaker. Who is Doctor Cola Tytler, who speaks to me about his MBA. I'm here with Dr Cola Tytler, who is currently a GPS T one working in London. Thank you so much for your time If you just start by giving me a brief introduction about your experiences so far and what you're currently doing. Yeah, sure. Thank you so much for the invitation. And so I said, I'm Cola Tytler. I'm a, uh g p s t one in, uh, in South London. Um, basically I graduated. Okay, Sorry. One second. I think there's some issues with the slides. Okay, I think I have to keep it. Unfortunately, in this reading view and because I don't think you'll be able to see if I full screen it, Uh, I'm not quite sure why. So play. I'm here with Dr Cola Tytler, who is currently a GPS T one working in London. Thank you so much for your time If you just start by giving me a brief introduction about your experiences so far and what you're currently doing. Yeah, sure. Thank you so much for the invitation. So I said, I'm calling Tytler. I'm a, uh g p s t one in, uh, in South London. Um, basically, I graduated from King's college, London, and then I did F one and F two in south times, uh, and moved on to, uh, g p training along, uh, you know, basically ongoing medical career on a business, um, operates in Italy. Milan in particular, is in the fashion industry. So absolutely nothing to do with medicine, but basically is the, I would say, probably an evolution of my long term home, which had been, you know, uh, dressing fashion in particular in, uh, in sneakers. Um, so that's something that I manage remotely. I do, you know, have a strong team in Milan, and the business is doing fairly well. So I'm pretty satisfied, uh, from that perspective, Uh, in order, basically, to sharpen my, uh, you know, business argument. And also to gain some skills, which, uh, four would be transferable, uh, to the medical career. I start an MBA at the pretty much at the start with two, uh, part time distance learning MBA, which I'm doing with the University of Birmingham. Um, actually, uh, I say this the learning part time, but actually, uh, the specific course that I do actually allow me to take some modules in person in Birmingham with the executive cohort. So that's actually something that I've done on a couple of occasions and I will do in a couple more of occasions in order to actually finish earlier, uh, then the schedule, the two years. So I should be on track to finish it um, basically at the sort of four style for early second golf of 2023. Amazing. That is such a unique background. Um, so with the with the MBA in particular, I mean, you mentioned that you wanted to learn specific skills, but in your first year, at least you can comment. What sort of things have you learned? Um, and how is it transferred now to gp training in your medical career? So I think a lot of MBS in particular, they do actually allow quite a, uh, quite a lot of flexibility in terms of the modules that one does and all. And a lot of the modules can actually be unrelated to each other, which means that you know my experience as a sort of, um, you know, to put it out there at this time. My experience is pretty unique to me, I guess. And, uh, not necessarily relatable. However, I'd say that certain modules in particular the operations management, Uh uh, and also the marketing. Actually, they're allowed to understand a little bit better How, uh, you know, the NHS and the healthcare ecosystem works outside of the, you know, simple clinical practice because Yeah, it is true that, you know, as frontline workers, we deal with patient, you know, with their problems and so on and so forth. But actually to allow us to, you know, be at the front end of the care of the delivery of care. There are actually a lot of things that need to be done and having I think, having an appreciation of this, uh, allow us may allow me at least to think more laterally in terms of problem solving. So, for example, uh, you know, it allows me to give more input and give more sort of my my opinion as to how certain, uh, you know, certain improvements project may take place. And I found in particular in my, uh, in my general, you know, my sort of general practice placement that, you know, it is valued, uh, to be someone who's able to to contribute more than than, you know, seen the patient and then and then obviously, you know, prescribe them and whatever they need and just send them away. Uh, because there is actually a lot more. And I think, um, probably it is probably more evident in general practice because especially if you have, you know, like a practice manager that you speak with or you see every day. But this also applies, you know, to the to the hospital environment, where I think a lot of doctors probably and and miss an mi also, you know, we probably lacked the insight as to, uh a lot of the rest of the workforce does. Um, And I said, I think that, uh, you know, you know, even in terms of communicating and probably, um, you know, discussing and considering, you know, the resources and the location of resources, it is it is quite useful. So I would say that for my you know, from my first year of of of the first, in a bit of the course, this is those are my, you know, sort of take home point. Actually, I mean, GPS operate essential businesses. I imagine it's eventually useful. Um, for the for the foundation doctors who are listening and watching. Do you have any advice for how to go about applying for M. B. A s and the application process? So there are actually, um, there aren't that many credit MBS in the in the UK but there are a few now. One constant actually, is that you generally do require at least some years of managerial experience. For me, the managerial experience actually came from my business and the business being, uh you know, sort of maybe a little bit more than, like, a simple side ask because he's always got a large revenue And, uh, there's a large team and there's employees and things like that. So when I did the interview for the course, that basically was taken into account, Uh, so I would say Just keep that in mind, uh, and also be aware that not all courses are accredited. So there are quite a lot, of course, is that, uh, you know are not accredited now. You don't necessarily doing a credit course, but doing a credit course mean that the the curriculum follow certain criteria, and it might make your life easier if you want to transition outside of medicine. Because there is a lot of recording going on for M B A classes and schools, in particular in terms of consultancy and, uh, you know, management roles, which may go beyond the medical sphere, considering the father doctors are actually in in in high demand outside of the medical world outside of the medical words, because of, uh, you know, the analytical capacity and the communication skills in particular. So I would say, you know, first of all, uh, think as to why you want to do it, because, you know, it is a big commitment. Uh, my MBA in particular, is meant to take 2.5 years, but, uh, you know, I might actually finish mine earlier. Uh, but the standard is 2.5 years. You can extend it to, like, 3 to 4 years. And that's pretty much, uh, you know, uh, the case for most of the part time MBA. Uh, you do also have to consider that, uh, some MBS require, uh, even the distant learning a minimum of contact time, which means that you would need, uh, probably a couple of hours every two weeks or four hours a month, Uh, of contact time with some of the Tudors. So, you know, that's something to to consider. For example, for me, uh, it worked out well, because, actually, my MBA does have, uh, two hours of contact time. Every other week, Uh, which is called Connect Sessions. And actually, uh, because I basically don't. I've started it, uh, at the beginning of two, and my placements are very, very few weekends. And obviously now in general practice, I don't do weekends. At this moment. I I didn't have to take, you know, any annually I didn't have to re question is who ups or anything like that. But that's just something to bear in mind that you, you know, you may want to ask whether there is any scheduled, you know, contact time. Um, and then, you know, otherwise I mean, I would say it's definitely enjoy tribal experience. Uh, there's quite a, uh, medical professionals into or I haven't met any other doctors, actually. But there are a couple of nurses. There is a, uh, an operations manager for the general practice. So there are stuff you know from the healthcare war that that comes to m B A. And they quite often, you know, have an idea of transitioning into into consultancy and, you know, health care consultants in particular, amazing and and just lastly, with your experience running your own business and now doing the M B a Do you have any specific leadership and management advice for people who are in your position in F one F two, um, to to get into the space, I would say I mean one thing. Probably that I've always been so one day on the, uh, because of quite passionate about, you know, putting yourself forward for things. Uh, you know, I think if you want to do something, sort of, you know, go for it. I actually, um uh, you know, attended one talk by another doctor, which is a qualified GP. She hasn't done an MBA, but she's actually, uh, now occupying a management role within the, you know, within one of the of the BCNs in, uh, in London. Um, and basically, you know, she was sort of saying this the same thing, which I really believe in it, which I think it's very important to to pass on, which is, you know, sort of strange. Stick around. People speak with people, especially if you see someone who's, uh, doing something that you know, interest. You know that you may want to You think you may want to be interested in or doing the future. You know, Ask them how they got their, You know, ask them for any leads. Um, and you know, that's also I would say, goes beyond the N B. A. Obviously, the NBA in particular is go. Uh, you know, it's useful in the fact that you make a lot of good connections and the networking is very, very good. And, you know, uh, you probably end up with a lot of useful managers in your contact list later on, which can also give you advice or consultants, which can also give you input, you know, later on in the future. And that's about, you know, it's about networking for the most part. And it's about, you know, putting yourself out there be sometimes even vocal. And, you know, I guess sometimes you will make mistakes. So I would say that's that's what I would say, You know, from a from a leadership perspective, it really is about, you know, just being out there, you know, getting things wrong if if that's what it means to. But, uh, you know, that's how effectively you're gonna grow your contact list and eventually probably, you know, it's gonna help you to to get wherever you want to go. Babbit Cola. Thank you so much for your time and for your insights. Be incredibly useful. You're most welcome. Oh, cool. Okay, also, apparently, I've had a power cut here, so I'm going to be in a dark a little bit. Um, one question is where they have to do the G map, G R f part time MBA. I'm actually not sure, but I will ask cola. So if you have any questions, uh, for any of the speakers, if you just put them in the chat, I'll get in touch with them. They also are more than happy to be contacted by, um, any any sort of viewers. So feel free to get in touch with them as well, but I can find out the answer for that for you. Cool. Let's carry on. Um, So in terms of learning really quick, there's a lot of things you can do. You can read. You can listen to podcasts. You can get involved in all the royal colleges and including the FML m. They've got events conference. They host events, conferences. NHS elect also has loads of really interesting workshops and conferences and webinars um, you can read, Read things like HBR or H S J, which is the health service journal. And to find out what's going on, the whole management space of hospitals H S J. We think everyone should have free access to all those journals through your trust and organization. But in the appendix again, I've put a bunch of books, webinars, podcasts and links to all of them, uh, in the appendix. So, uh, you can you can take a look for yourself. And if you have any other recommendations for me, then I can add to the appendix as well. So next speaker, uh, doctor Abdul riot, who talks about his experiences founding a podcast. Uh, I'm here with Dr Abdul Riot. Who is a junior doctor working in London. Abdul, thank you so much for your time. Um, And for speaking with me this evening, if you could just start with a brief introduction and background about your previous experiences and what you're up to now, um, massive. Thank you. Never had, um, a brief background about me. Um, Winter Kings graduated in 2018. I'm super old. Uh, the foundation training in Coventry. Um, moved back to London where I'm a junior doctor. Um, long story short was while I'm on Coventry. Super bored. Didn't have any friends or family out there. Um, essentially launched a podcast with my co host, Um, who's also Gino doctor in London. Uh, the idea at the time was essentially we wanted to share our journey to our story to kind of inspire motivate, uh, which a lot of medics to. Obviously, at the time, we wanted to be a youtuber like everyone else, but we couldn't. Did you edit? We want we don't really want to learn video editing. Right. So we did the next best thing, which was podcasting, where you just have to edit it all your right, so there's not too much to it. So we started this podcast. We started sharing our journey and low and behold, we run out of stories. And the reason was you were so June in your career, right? There's not much to talk about right when you're near one F two. So we thought You know what? Let's do a slight period. Rather than making it all about us. Why don't we bring on people to share their journey their story. People are more senior people that been then done it. Um So the tagline came, you know, scrubbed in sharing the stories of incredible people healthcare. And I think once you start to bring on those Gest's in the podcast kind of took off and then a few pairs all driven learning and then obviously launched air, which is kind of a platform for healthcare, professional share, knowledge and money and up skill. So we can kind of talk about the different phases of that journey. Yeah. Yeah, absolutely. Let's let's jump right in. So you're doing your foundation years and you launched here in the podcast, uh, talked me through, launching it and balancing alongside, uh, your foundation years. What things did you learn? And how is it going now? Okay, so Peer came a bit later on down the line. So we started with the podcast. I was finishing f one's asking f to launching the podcast. Um, it was difficult being in F one f two. I'm sure as many juniors know you're you're running around your home court. You got weekends. Your nights I was in Coventry had to come down to London to record. Um, but the thing that allowed us to kind of continue the journalist before we began, we kind of made a commitment to release an episode a week we built in the accountability within ourselves, Right? So it's like if I feel lazy this week and to remind me to make sure we get episode out and vice versa. Um, and the commitment and accountability to each other and to the podcast was key for us. Um, what we have to do is kind of engineer times and breaks in on a busy day job to record to kind of put our content to put a podcast. And I think a lot of people and it comes kind of leadership and people that wanna do entrepreneurial things, things on the side outside of the day job, it's I will do it when I get time. I'll do when I'm less tired. Whereas we knew every week we're going to dedicate to three hours no matter what happens, come rain shine, whatever we're gonna dedicate to recording content, editing it and passing out. So I think that's a good way, especially for Gina. Doctors that do want to dabble in a few things before Kind of going down that room. Um so did the podcast F one F two. Uh, the podcast started to grow. We then fell in love with border driven learning. Um, which wasn't popular the time covid then started kicking around. I was on I t u in covid. Right. Um and the concept was you kind of stick in your headphones and you get this immersive learning experience. Um, and a lot of people are innovating in the space cause lectures will start medical stop. So it was learning through storytelling a 10 15 minute clear for an audio case, and you get a quiz at the end. So we tested on the platform on on the on the podcast. We then did quizzes on Instagram that became quite popular. And before we're quite entrepreneurial. When entrepreneur Since we became accident to entrepreneurial, we could talk about that later. But it was a Do you know what? Why don't we turn this into a nap? Why don't we build something? Um, so we launched an app called pod case. It was the world's first order driven up for medical students That did well. We had you know, thousands of users. We're making a bit of money from it. We had content from people across the world. Um, and the problem we face with the APP was essentially we were buying or getting content from Gina doctors from our peers. Um, essentially, I think it might be a bit controversial is we looked at other existing platforms, other existing quiz sharing banks online and realized that what they were doing was they were buying content from RKS from our colleagues for a flat. You know, it might be 5 lbs 10 lbs and rebranding it and selling on. So with me and you and pretty much most people watching this probably use Pass Med right to essentially get through med school. But when you do the questions on past, but you have no idea who spent I was on increasing those questions, which, to be fair, help you get through med school, right? And before things are changing, it's not really fair. Personal branding. Building on my presence is so important, and we wanted to flip the model on his head and we stopped working on pod cases and pivoted to peer where we realize that healthcare professionals do want to build a brand. They do. You want to have an online presence? They do. You wanna, um, have additional sources of income? They do want to kind of share content, but they don't want to do it on their own channel. They want to know. You know, I spend time and effort doing this, this self compassionate about, and you consume that content and rightly so, depending on the level of engagement, they get paid for it. And it's not just the one to feed. The more you consume, the more they get paid. Right? Um, it's all about ownership and kind of the the creator economy. I'm sure a lot of probably heard about where a lot more professionals are now becoming content creators online. Um, so, yeah, that's kind of always to stop tour podcast to to pod cases to here. Yeah. I mean, it's it's quite a journey, and obviously you're providing significant value for the junior. Doctors are using peer and listening to the podcast. What sort of things did you learn throughout this whole journey? And this whole process about your own leadership skills and your own self development? So I'm not a natural leader. I've never been a natural leader. I think it's a skill that can be learned. It's a trace that you can develop and grow. Um, I think the first thing to realize is a lot of time. You think you can do it by yourself, but to go far Then if you have the same, you know, if you wanna, if you wanna go fast, go by yourself or you want to go far, go with the team, need a group of people. And I think when we realize the vision for pair to kind of all the podcasting growing and we realize that we need the team, you naturally end up in a leadership position. Like it or not, right, And I have to kind of step out of my comfort zone and kind of build my leadership skills. And it's basic stuff you read about all the time. But then when you actually employer and kind of implement, it's actively listening to the people you're working with. Having a shared vision shared, um, incentives and alignment of goals and objectives and kind of learning how to manage people per se, um, stuff like feedback. So I like to think I'm a nice guy, right? And you have a lot of people and, you know, they're promising you. They're going to do this and that and all the ones in the world for you, And you kind of bring them on board and they don't deliver. And you can't be like a cool, you know, you're gonna We're gonna get rid of your We can't work with you. It's not working. It's feedback. And it's like we learned that if you don't set expectations in the beginning, if you don't tell them what you expect for them or what they need to do and they haven't performed because you haven't relate that information And it's very difficult to be like after six months be like, Hey, you know what? You haven't formed. You need to let you go, right? Or let's say, after six months, you haven't had any review meetings in between, right? Or or talk about all these things done. Good. Uh, how you can help them improve and how you can make a better leader. So yeah, definitely not a natural leader is something we have to learn. Um and I think people have different styles of doing it, but sometimes it just needs to be done. You need to go out of your comfort zone and do it. But I do think the skills that Gino doctors developed fruit, cool energy, uh, of their skills do come naturally. Um, the numbers, I would say, uh, such such good advice for all the all the junior doctors who are listing and watching Abdul, thank you so much for your time and for your insight, Uh, pleasure speaking with, you know, absolute pleasure. Thank you so much. Thank you. Cool. Hope you find that one useful. Really interesting chat with Abdul. Yeah, um, in terms of other resources again, it's on these slides, which will be uploaded to the middle site afterwards. I believe, um, I've linked bunch of the resources. The FMLN have, uh, by no means exhaustive, but do urine exploring. Have a look at the blogs. Have a look at the junior leadership development passport. Um, and then they've got opportunities for for F ones and FTS, uh, and all the webinars that are also on there as well. There's also really good feedback tool as well for you. 3 to 6 degree feedback tool thing. So moving on to the external opportunities, Um, there's lots of opportunities at your own trust that I think most F one and F to have absolutely no idea that are going on. This is something that I did, um, sort of part way through my F one year where I just start attending meetings. I reached out to some of the medical managers, your medical directors, your, um, clinical directors and service directors. Uh, and there's a huge amounts of meetings range from sit reps. So bedsite site meetings, and you can see the how the hospitals operational Performance is currently running, and you can see the whole end to end from E d and A and A m you all the way through to the bed position at, uh, in the in patient wards and the discharge position of the hospital and you. That's when you really realize how, um, the NHS and hospitals operate at such a fine line. And let me just think how on earth does actually any patient can actually happen because it's always so, so busy, even far more appreciation for managers. I think if you start attending bed meetings. It's also a range of things like clinical safety and governance meetings. And as you get more senior, you can get involved and absolutely can shadow things like board meetings, project management meetings, directorate meetings, all the where all the Surgery Surgical Directorate will be held to account for the care they deliver and the operational management of their service from some of the execs. You can also sit in some of the finance and budget meeting as well. If you're interested in that space, um, within your trust there'll be a huge range of continuous quality improvement projects but also larger sort of transformational projects that be going on. And if you reach out to directors of improvement directors and also some of the consultants able to signpost you to all the really interesting projects that be going on, whether that's if you've had a paper based trust, um, I think in the next year or two there'll be a massive push. Um, for everywhere to go paper free, essentially have electronic patient records. There's also always ongoing projects and improving board rounds. Ward rounds the rhythm of the day. Um, maybe setting up an s tech the same day. Emergency care for your VT pathway. Uh, and you can also get involved in the rotor coordinating as well, which is a big thing during covid when many trust went into a covid rotor. And again, you can get involved in some sort of paired leadership or shadowing, and you can see what managers actually do instead of just pushing for discharges and telling you all do your discharge summaries. Um, you can absolutely learn new soft and technical skills. Uh, and it's a great way to build your network, meet some of the executives your interest. Really Find out who your medical director is. Find out who your chief executive is. Uh, and these are all people you could look to, um, if you're so interested for mentorship and coaching. So here we have Doctor Joe home, who talks about really unique opportunity had during covid at his trust. Good morning. I'm here with Joe home, who is currently a public health speciality registrar working in London. Thank you so much for speaking with me this morning. Do you mind? You're starting by giving a brief introduction and a bit of background about where you are now and some of the experiences that you've had. Yeah, Thanks, man. So I'm Jo. I'm a public health ST one, basically East London. The moment How did I get here? So I was a was a medical student at Peninsula and which was a medical school down in Devon. Um, during that time, I started to quite interested in some of the policy and, uh, sort of high central levers that that that change medical practice. Um, and this time, we used to a massive diarrhoea medical law as an insulation whilst the medical school, uh, did that Manchester really liked Manchester. So when I finished medical school, I went back there to practice as an f i one f I too, Um, during. If I wonder if I too I was in a quite challenging D g h. I think that probably most DHS and most, uh, clinical services now are probably quite difficult places to work. Um, because of this, I I started to get involved with the British Medical Association as a trade union representative. Uh, and this was, I guess, the start of what was my proper leadership journey. I within that Royal I was advocating for peers for colleagues, but also the patient's and services And I guess, being that person who was constantly knocking on the door of the medical director. Um, usually saying this isn't very good. Please, can we do something about it? Was, was what really got my foot in the door. Um, and, you know, started to build those relationships. And although initially those relationships were quite challenging because I was typically just complaining, sending emails, doing CCS and all this sort of thing all the things that a bit of a bugbear. I think over time that built up a reasonable relationship with the senior team. They knew that I was someone who, you know, I was actually gonna bring them to real problems and not necessarily sort of filter them out. So per se So that was, uh, I was left to you then and then sort of covid rolled around and everything changed and I went to the medical director again. We could see the other trusts around the country and in Italy were really struggling. Um, and as a as a couple of junior doctors were quite concerned, other people were talking about redeployment, and we haven't really heard about anything any escalation, planning or anything like that. So, again, I went to the medical director and I said, you know, I think this is probably a bit of a problem. Actually, they said, Yeah, yeah, I think it is. Is that so What we're going to do about it? I think we should communicate the escalation plan to the trainees. And they said, Oh, you know, we don't really have one, so we can't. And then he said, Well, I said, Well, that that's an even bigger problem with my I says, Well, why don't you do it? So around this time? Was that the spring of 2020? Uh, I was left to in my second rotation, just concerned in my second rotation, Um, A stepped away from clinical work and took on, I guess, the management role, Uh, where I was communicating between the senior team and the junior doctors. I was sitting in Silver Command, Um, and I guess I lead the the redeployment, uh, change of workforce models and and redesign of our, um, emergency on call systems, that kind of thing. So everything that changed in the hospital the juniors up to related. I got to leave that. And that was amazing. That as an experience that that taught me so much also is a really challenging time as well, I think. Um, so that took the stand on my F. I, too. I was like, this is actually quite fun. I kind of always wanted to get some experience in that transformation. Operational kind of management. Um, and I proposed to the medical director to stay on as a leadership fellow. So we designed leadership fellowship. Got some funding. Did business case, all that sort of thing. Um and then I did that for a year. Uh, and that was great. It was like an extension of what I had been doing. Um, I can talk about that a bit more in a moment from there, I did the National Medical Directors Fellowship, which is a finish it sponsored by Steve Paris of an issue with England and put on by the fact of medical leadership. That was a really good experience. I did that. The health foundation last year. Um, I did a short comment Department of Health as part of that to work on Gordon Messengers Leadership review And then when it's public health training, Um, and in the interim, during that time I did I did an N b a on the side which, um, again happy to talk about a bit more, but it was, uh, really useful. A lot of work, but But that was a good fun. Um, so that's kind of my needs to experiencing a nutshell. Um, quite busy, but also, lots of really cool stuff. You get to do loads of interesting things. Um, yeah, yeah. I can talk to you about any of those sorts of experiences that you've had it such a unique, um, sort of portfolio in particular. That leadership fellow that you did with the medical director. What did you do during that F three year? What did you learn? And how would you say it's sort of impacted your public health SPR training now? Yeah, I think it's a good question. So I had initially wanted to the National Medical Doctors Fellowship that year. Uh, and I wasn't successful in my application. Um, and actually, that worked out really well because the working as a local sort of leadership fellow, particularly in a program that I designed and I had a lot of autonomy over meant I could. I was in the hospital, I knew, and I could see where the low hanging fruit was. I suppose in terms of improvements and I could follow my passions. And I think that's really important, because when you're when you're working flat out and things are going, not as far. And, um, it's really good to be doing something that you sort of believe in. And I've certainly been in situations where I'm doing something or working really hard. It's not working for something that I don't that I don't really back anyway. And that actually is. It's quite a difficult place to be, Um, but yeah, so the the not the the the local Medical Doctors Fellowship. I did, um, I sat in as part of the senior leadership team. Um, I helped to redesign their strategy around junior doctor workforce. Um um and learn all those kind of skills of proposing a business case of the board having business cases, accepted government structures that are required to sign off change. And then how to build that, that sort of coalition around you to make change happen. Um, I think there's change and I'm sure you know this right hand. But in NHS organisations, even things that seem simple and very sensible to me and seems sensible to perhaps the medical leadership team end up coming against big barriers. Um, and it's not because people are that they want to sort of sort of stop you. And it's not because of ego. Sort of like that. It really is because there's so many competing priorities and there's so many good ideas that actually there's simply not capacity headspace or budget to to make all this happen. So it was really important to try and create a narrative and create a sense of pressure and say, Actually, this is what we really need to do, and this is how we're going to do it, Um, and if you can do that and if you can get some senior leaders on board, then things start to move and not not every change will be successful. And you know, even something that you think is straightforward ends up taking you months to do. Um, but that was all part of the learning process, and I was I was actually really looking to to do all those things as a as a foundation or post foundation trainee, um, and get experience that I think is actually quite difficult to get. Otherwise, it sounds like an Incredibles and very unique opportunity. I'm sure you learned a huge amount. Lastly, to given all your, you know, varied experiences. What sort of leadership and management advice would you have for the foundation doctors who are watching and listening? Yes, I I was thinking about this question, Um, and one of them, as I think I said before, is I think it's important to I know what you're what you're standing for. And also try and communicate that, um, if if you can communicate and stand tall and stand behind that message, then even if it's difficult for senior leaders to hear, it does build mutual respect and probably the 1st 10 times you go to see a senior leader or you email them, you might not get anything back, but I think once people start to recognize that this is this is you and you are a um you are someone who's trying to improve things. I think that then you. You start to get mutual respect that there's lots of talk in junior doctors around infant infant realization of junior doctors. You know, juniors aren't listened to, um and yes, certainly that that that does happen a lot. But if you can keep going back and saying, Well, actually, no, this is important to me. Um, and this is how we're going to change things. Then that does build that mutual respect. Even if it does start with probably a bit of animosity when you start to say, Oh, your hospital's doing this all wrong? Um, a really good lesson I got from, uh, there was some MPs rule from last year, and they said that builds relationships in peace time, and that's that's sort of crucial. Don't go to the medical director or the chief execs or the chief operations just for those times when it's a crisis and certainly do go to them in times of crisis when you need their help or you need to raise something. But if you already have that relationship with them in times of peace time and they recognize you and they respect your voice and you have that credibility already it will massively help. Um, these people are very, very busy, and they're not being rude. I used to think that managers I was like, What are they doing? Why don't they respond to my emails? You know, they just got to respond, and actually being on the other side of that, you recognize that they're one really, really busy clinical and non clinical managers. And also, they do bend over backwards to make the hospital road as well as it can. You know, they're not these sort of, um they're not these villains that they're sometimes painted out to be both in the mainstream media and sort of in medical circles. But they are very, very busy people. So if you want to communicate a message, you have to try and do a succinct message. I'd say, in less than five minutes, like an elevator pitch, Um, tell them what you're gonna tell. Tell them about tell them about it, and then tell them why you told them about it. And then how you want to help improve it? Um, it is a lot easier to point out problems and, you know, problems that, you know, concerns do need to be raised. But if you can then say and this is how I think I can help you, that's really gonna It really gets people's attention again. It builds that relationship. Um, I think also in sort of the same breath, find an ally and a mentor and a senior team. Um, I think there'd be very few medical directors who say no to some shadowing. I know we've got clinical responsibilities, but if you had a taste a week and you wanted to shadow the medical directors taste a week. I'm sure a lot of them would be very, very keen for that, because actually, medical directors tend to feel that they're quite far from their junior doctor cohort, and they usually want to try and build that relationship with their junior doctors, who they used. You know, they used to be a junior doctor, know the hospital runs on June junior doctors working, but they often find it difficult to to bridge that gap, and they want to bridge it as much as you do, so if you can shadow them, then that's sort of beneficial for both parties, and then my last sort of it is to use existing formal and informal structure. So the B m A. Some people like the BMA. Some people don't like the BMA, but what the BMA does do is a very junior doctor. It gets you facetime with the chief executive, gets you facetime with the medical director. And if you get if you so join into those structures or it could be other structures like the Junior Doctors' Forum, then all of a sudden as a very, very junior person organization, you get exposed to really seeing the decision making, which is actually quite difficult to do otherwise. Um, and then there's of a sort of in fall opportunity so shadowing. If you sort of find you connect with someone who's a clinical director, ask them if you can shadow them to their governance meetings. Um, and then once you've been there for a while, you find that you start to understand how these structures kind of work to a degree. And really, language managers and doctors do speak different languages. You know, doctors. We we are very scientifical all the time, which does turn off non clinicians, including managers, um, and and managers have have certain vocabulary that they use and certainly about being around that and recognizing one another, it builds again that mutual respect between people. Uh, I found certainly. When? When? I've I spent some time with managers, understood what they do, Um, and understood the pressures they're under to a degree, and vice versa when they spend spend time with me. When I was working clinically, all of a sudden, we realized that we're all in this one boat together, and there's less of that was some then mentality. Um, so I hope so. That was useful. They were just some of my sort of reflections. Really? But now, as build relationships in peacetime gonna write that one down. Thank you so much for your time and for your insight. No problem. Thank you. Cool. Um, so just rattling through a few other quick opportunities again, it might be too small for you to see, but you'll have access to the slides. Um, after this. But there's opportunity with the BMA. As Joe mentioned, there's quite a few. Actually, there's at local regional national levels. You've got the local negotiating committees, regional junior doctor committees and the UK Guillain Doctor committee. Uh, and obviously very topical, topical now, with the being in January. I think, um, there's also the Healthcare Leadership Academy Scholarships the HLA, which is the social enterprise arm of a medical education startup. Medics Academy, um, and again, competitive application process. But it's a 1 12 month opportunity where you can get access to mentoring. You do your own project, and you have access to a bunch of essentially, what the HLA do is, they put the thing is a lot of different pies in medical education, global health leadership management. You have access to a great network of previous scholar, current and previous scholars as well. UM, usually it opens around April May time for the following for the for the following year. So this year, cycles just started. Uh, and finally, there's also the clinical entrepreneur program again in the 12 month, um, 12 months, uh, the opportunity they do alongside your clinical training. Or you can do as a medical student or as a f one F two, um, and again your access to mentoring and networking and training development for any sort of startup or entrepreneurial idea that you have, that could be a quality improvement idea doesn't have to be an actual product on that same vein. Uh, last speaker for today will be, uh, the shot who is a medical student at the University of Cambridge? Not actually. Not an f one f two, but the option he she will talk about is absolutely available during your F one F two foundation years. I'm joined by Bumi Shot, who is 1/5 year medical student at the University of Cambridge. Thank you so much for joining me this evening and for your time. Do you mind? By starting with just a little bit of a brief introduction about your experiences you've had and what you're currently doing? Yeah, great. Thank you for having me. I had no problem at all. Um, So in terms of the background, as you said, I'm 1/5 year medical student. I kind of realized quite a early on and sort of second year that I wanted to explore opportunities outside of just the traditional medical career. So I've had some experiences and entrepreneurship that startups also venture capital as well as consulting. Um, so I'm happy to be about any of those as well as just general research opportunities and improvement within the NHS that you can do as well. Thank you. I mean, I'd love to talk about any of your experiences because you had to diverse, um, range, especially for for a medical student in particular, Um, for the junior doctors and the the F one F two is watching. If you could talk a little bit more about the, um, entrepreneurship experiences that you've had. I believe you worked at Rice Asset Management. Um, you're on the included venture capital team and have your own start up as well. So across all of these experiences, um What what sort of things did you do? What did you learn? And how has it impacted you going through medical school? Yeah. No, those are really interesting questions. Um, so with the entrepreneurship, I started because I thought it was a way that I could make tangible impact as a medical student. And I personally felt like startups where the area where changes are happening fast. So I started looking in startups, and I started with an internship, one start up, and then did another, and I found that I really enjoyed it, but I didn't like being stuck just in one startup. So I heard more about venture Capital. And so I decided to see the opportunity at rise that you mentioned. That was just, I think, a pure cold email that turned out to go Well, um, it involved be basically doing investment members, talking to founders and sitting in on a lot of meetings, going to demo days, conferences representing them. And I think I learned a lot of things. I think I learned what it was like to be in a corporate environment, what it's like to network in that environment as well, where a lot of things are quite transactional. Um, but I think what I learned directly for medicine was the amount of innovation that is out there and the entire market landscape that exists. Because I worked specifically in digital health, I found all these new solutions and technologies that exist, And I think that just meant that when I went into hospitals for the first time, every problem I saw I thought, Wait, I know technology that can fix this, but also allow me to think realistically within the boundaries of what's possible for when we needed a new solution to something that I could actually suggest something. So I think overall, I think it gave me a good idea of technology that's out there, how things could be improved and also how to actually get out into the entrepreneurial space and where where I could innovate and what doesn't really exist. Um, I think in terms of running my own startup, I think I did the startups and I went to bench Capital to get a bit of versatility, but the entrepreneurial spark sort of never went away. I think I like the idea of having my own thing. So I started by forming a team together. And then we went through a student accelerated program race. Some angel funding, got some great mentors, and that was honestly phenomenal. I think building something yourself is really, really rewarding. You got to take an idea and bring it to reality and realize how unrealistic some things can be. And I think that definitely taught me that it's not as glamorous and as easy as it seems to go outside of medicine and make a change and just start your own start up because it wasn't a health tech space and I found there was a lot of pushback. There are a lot of things that are not so easy to achieve. So I think I learned the realities of entrepreneurship. I also learned how to do things by myself and how you actually take that something from an idea to actually seeing it through. And I think in terms of its impact on medical training, I think just because that process involved talking so many investors, it involves creating my own ideas, doing a lot of research about what's already out there. It showed me a lot about if we actually found a problem, and I wanted to help create a solution for that, how I would go about it and what skills I would need, who to contact, whether something's realistic or not. And I think all those things are really important. If you ever want to pursue a leadership or management position within the N. H s. Thank you. I mean, that was the Incredibles of answer, and absolutely digital health is, frankly, the future of, uh, delivering healthcare. Um, from a pragmatic perspective, how did you go about finding all these opportunities? I mean one you mentioned was a cold email, but all the other opportunities, What sort of advice would you have for people who want to get out there and do these sorts of things as well? Yeah, I think there are a few main things I say. I think firstly, you wanna narrow down the different areas that you're really interested in and say Okay, given my experiences so far, these are the areas I think I would like and just talk to a lot of people within those areas and try and understand their experiences, how they found it and whether they would recommend it. And just all of that. I think that narrow down a lot of stuff at me. And I think that's really, really important because these days you can do absolutely anything with a medical degree. Um, I think Secondly, I would say, Go on LinkedIn. LinkedIn is like my favorite social media. Now go on. People who've done a medical degree look at what they've done. Look at the places that they had that hired them, because the chances are if they've hired them, they're definitely looking to hire medics or at least looking to hire people at a similar level level to you. Um, I think finally, what I would recommend in terms of actually getting those opportunity is just reach out to people. Loads of people out there, especially medics who left medicine or are doing stuff outside medicine, are really, really happy to talk because they've been in your position before. IPhone would be happy to talk to anyone, and I know loads about for people who would so just send out some messages online. If you If it starts up urine to look up the top startups and send them a cold email, send them your cobbler to send them a CV. Ask be really clear about what you're asking for, and you'll be surprised how many people will actually say Yes, baby, that is an incredible advice. Thank you so much for your insight and for your time. Thank you very much for having me, and that is a wrap. So as I mentioned, I'm going to quickly go through the appendix. So when you get access to slides, there's a bunch of links, descriptions of all the opportunities, the resources, some books, um, and and all the details of the four speakers that we've had, who all have mentioned that they're more than happy for anyone to reach out to them. Um, yeah. Uh, if anyone's got any questions, I'll hang around in the chat, uh, message to me in the chat, and I'll do my best to answer them. Thank you so much for attending mhm. Or actually, I'll paste that feedback link, uh, in the chat. Mhm. So one question about the management training for the NHS. So I'm currently doing the NHS's graduate management training scheme. Um, so I'm out of training at the moment. It's a two year grad program. Uh, we do one year in an acute operational hospital and one year in a strategy, um, placement some with southwest London. I see. Be the new I C s s, um, essentially apply through the NHS, the grad schemes website, which, uh, find now. Mm, No worries. Thanks, everyone, uh, and also feel free to reach out to me on email or LinkedIn. If you have any further questions, I do