What skills do clinicians and managers needs to succeed today and tomorrow?
Politics, Power & Persuasion is a tailored two day programme for between 18 and 40 participants. It is recommended for those at the start of their leadership journey; doctors in training; new consultants and GPs; healthcare scientists; Band 7, team-leading nurses, midwives, practice managers and AHPs who want to better understand the wider, local system in which they are working and the impact of organisational and big ‘P’ politics on them and their team.
- Increased understanding of the national context in which the NHS operates
- Recognition of the pressures on leaders of fellow NHS and social care organisations as they seek to achieve their objectives whilst complying with Government policy
- Greater appreciation of the policy environment and the differing implications of government policy on NHS organisations and local authorities
- Deeper understanding of, and empathy with all members of NHS and social care ‘family’ in the local health economy, and the contribution they make to patient care
- Confidence and skills to influence effectively in your own organisation
The first day provides an introduction to leadership and includes a top-to-toe explanation of the NHS and local government including:
- Who’s who
- Understanding the wider health and social care economy and key roles within it
- Managing the markets, including the challenge of commissioning
- The structure and governance arrangements of respective NHS organisations and local authorities
- Exploding myths and assumptions about clinician/management interface
- Exploring how you can influence the agenda.
Day 2 focuses on the local health economy, exploring the relationships and tensions between NHS organisations, affording participants a safe forum to test the water and identify the means and opportunities for integrated working within the NHS family.
The day focuses on some of the current challenges facing health professionals including STPs, more integrated working across health and social care, reconfiguration, clinical commissioning, public health and media interest. In a simulated environment, as Board members of a Clinical Commissioning Group, a Foundation Trust and a local council’s health and social care team, culminating in a Health Overview and Scrutiny Committee session, we create a series of dynamics and tensions requiring you to:
- Broker deals with other NHS and social care organisations and independent sector providers
- Think strategically and negotiate effectively
- Take difficult decisions and win arguments
- Handle pressure from patient groups
- Consider the strategic implications of local decisions, and reflect on how your actions might be viewed in the wider context