Leadership Skills Facilitation
Category: Educational/Clinical Supervisors - Established Trainers Courses
Date: January 14th 2016 8:45am until 4:30pm
Location: Albemarle Centre, Albemarle Road, Taunton TA1 1BA
To help Educational Supervisors be more knowledgeable and skilled at assisting medical trainees in developing their leadership abilities.
By the end of this workshop participants will be able to:
- Describe what effective educational and medical leadership is
- Summarise their own leadership strengths and development needs
- Outline how leadership is positioned in specialist curricula and the Severn Deanery approach to developing such leadership abilities
- Describe the NHS medical leadership competencies and how to access them
- Outline how to evaluate a trainee’s leadership ability at the first educational appraisal or placement meeting
- Summarise methods for assessing the leadership knowledge and skills of medical trainees
To book a place please email Severn Education Team. When emailing please confirm the event title and the date you are interested in attending.
One Day course for Educational Supervisors
Please read this introduction: It has been partly designed to put you off at various points so we don’t unnecessarily waste your time reading this or worse still, attending a course that you didn’t need or even enjoy……
However, if you get to the end, then you are definitely very much the kind of person we are looking for, so please apply to the course.
THE COURSE-a pithy description!
Feedback to HEE South West indicates that Educational Supervisors are looking for ways to understand and improve leadership skills in postgraduate trainees.
Here’s the catch…..
You are not likely to improve leadership skills in postgraduate trainees unless at the same time you improve your own leadership understandings and skills. So whilst this course is all about how to facilitate leadership skills in your trainees, along the way you are very likely to further develop your own leadership skills.
Why should I not do this course? If you are an Educational Supervisor and, whilst you are happy to provide sufficient but minimal supervision for postgraduate trainees, implementing the odd GMC or Health Education England initiative, your real interest lies elsewhere eg research, then this course is probably not for you. There is absolutely nothing wrong with such an approach, so if that is the way you plan to manage your own trainees, then please don’t feel the need to read any further…..
Why should I think about doing this course? If on the other hand you are interested in developing leadership skills in your trainees, supporting them in bringing about improvements to your educational programme and possibly clinical services in your department, understand how effective leadership functions in complex healthcare systems, how you can access resources for them and yourself that you never realized were available, and discovering this can be fun and interesting, then this might be the course for you.
What will we be covering? Change itself is changing: understanding change, and the clinical leadership skills for future doctors needed to accomplish this, is becoming increasingly complex. If this sentence has turned you off, then this course is probably not for you. Please don’t feel the need to read any further…..
Traditional ways of really making a difference through hierarchical top down leadership approaches are no longer proving to be very effective. The course will provide insights to help you appreciate the new skills and knowledge needed to be effective for your postgraduate trainees in the future. This course is in development but we are likely to be covering topics like the characteristics of functioning teams, measuring leadership skills and resilience, communicating clearly, how to raise difficult issues appropriately, negotiate effectively, how to understand and manage the many stakeholders in healthcare, who to engage, who to keep informed, evaluating your own leadership strengths and those of your trainees, the NHS Leadership model and how to access it and many other topics along the way.
Will I be bored by management talk? If your view is that managers don’t understand doctors and doctors don’t understand managers, and any management theory or management talk, or talk about leadership, is an absolute turn off, then you will be almost certainly be bored to death. This course is probably not for you. Please don’t feel the need to read any further…..
If you are open minded, like a fast paced course and understand that management and leadership has a set of knowledge, theory and skills that are challenging to understand but which can definitely help you and your trainees at work and in your social life, then we really would like you to apply.
How will the course be delivered? If you want to go on a course that contains no theory and you have lots of fun building structures out of plastic bricks, building bridges over death defying drops, bungee jumping, building bridges, or scaling the Matterhorn tied to your medical trainees etc then this course is probably not for you. Please don’t feel the need to read any further…..
This course will be hard work and will make some significant demands on you intellectually as we plan to cover a great deal of ground in one day. The course will contain quite a lot of theory to catapult you to a position where you are no longer a naïve observer of understanding the role of leadership and the need for it in the current environment. There is no other way to cover this quickly other than by delivering a few short talks. Along the way there will be plenty of enjoyable interactive sessions to illustrate key principles. For example you will quickly appreciate the key ingredients of an effective team within two minutes in one interactive session. The course will contain relevant examples to link theory to educational practice and there will be opportunities for plenty of discussion when delegates call for this. We are happy to go “off piste” if delegates bring up issues that need to be addressed and other delegates are happy to do this.
Will this help my career?
Management skills are generic, which means if you learn them within an educational environment, then you can employ them in a clinical environment in hospital and primary care. This is likely to lead to other career opportunities outside of medical education. We are very definitely beginning to see those interested in an educational career developing leadership skills in themselves and others that are also useful in clinical leadership so they attain appointments that flip from education to clinical leadership positions.
Will this solve all my problems in life? If you are still reading this then we would be very interested in your application to join the course. However we need a note of realism! It will definitely not solve all your problems in your life or those of your trainees. You will still be overdrawn, have arguments with your friends, have days when you are short of enthusiasm and interest, but at least you will have understood some of the reasons for this and had a great deal more fun on the way.
I would like to apply for a place on the course.
Please could you send an e-mail with your contact details to: email@example.com
Richard Canter is currently visiting Professor of Surgical Education at the University of Oxford (2007 to date), Associate Fellow at Green Templeton College, Oxford, and honorary emeritus consultant at Oxford University Hospitals since 2015. He was formerly Associate Dean and Head of the Severn School of Postgraduate Surgery in Severn from 2007-Jan 2014 and Chair of the Heads of Schools of Postgraduate Surgery for the United Kingdom (2010-2012). After appointment as a consultant surgeon in Bath in 1987 he had roles as educational supervisor (1995-1999) and programme director (1999-2001) whilst completing a PhD in Management at the University of Bath (1998). This led to appointments on the Intercollegiate Surgical Curriculum Project reforming surgical education and an appointment from 2001 until 2006 as Deputy Director (curriculum development) of Surgical Education at the Royal College of Surgeons of England. He has undertaken reviews of surgical training in the UK for the Royal College of Surgeons (2005) and Kosovo (for the European Agency for Reconstruction after the Balkan War (2003) and made recommendations for organisational and resources improvement, both of which were adopted. An interest in professionalism and leadership led to a research grant of £550K from the South West Strategic Health Authority and the National Clinical Leadership Fellowship (2011) to examine ways of improving clinician/management engagement. He is Lead Tutor for the Introduction to Surgical Management and Leadership module of the Master’s in Surgical Science and Practice at Oxford University (2011) and responsible for the leadership component of the Cochrane Courses on Critical Appraisal for ACFs and ACL at Oxford (2013 to present). He runs the healthcare management and leadership course for Oxford University medical students, and is faculty member and on the steering committee for the Leadership Change project for newly appointed consultants at Oxford University Hospitals currently in progress with McKinseys.