Thu 05 Jan 2017
The doyen of NHS management, UCLH’s Sir Robert Naylor, talks to Alison Moore about his 45-year NHS career, the prospects for aspiring leaders, and how he still hopes to have a hand in the NHS’s future.
Few NHS leaders can offer as wide a range of perspectives on NHS management as Sir Robert Naylor. In over 30 years as a chief executive he has seen more than a dozen health secretaries come and go, the ebb and flow of good times and austerity, and both centralisation and decentralisation fall in and out of fashion.
Tue 20 Dec 2016
Sustainability and Transformation Plans may save the NHS or drag it further into the mire. Yet staff and patients have been shut out of the conversation so far. Craig Ryan takes a first look at what STPs might mean for managers working for the NHS.
The 5YFV’s broad vision for the NHS was breezily optimistic, but STPs are – or will be – all about the grinding detail of realising it. In these 44 hastily cobbled-together “foot-prints” the stark reality of what £22bn in efficiency savings really means for the NHS will play itself out.
Tue 20 Dec 2016
Without more honesty, stability and time, we risk throwing away a once-in-a-generation opportunity to transform health and care services, says MiP chief executive Jon Restell.
MiP was an enthusiastic supporter of the Five Year Forward View. Now we see the Sustainability and Transformation Plans (STPs) as a once-in-a-generation opportunity to change our care system for the better. Our views are shared by many managers.
Thu 01 Dec 2016
MiP Conference 2016: With STPs set to bring sweeping changes to posts and job descriptions across the NHS, delegates at a conference workshop discussed how to protect the integrity of the job evaluation system.
“People are not getting training, employers are using outside consultants with no experience of the NHS or Agenda for Change, and they’re looking for shortcuts, not evaluating all the factors and not doing consistency checking.”
Wed 02 Nov 2016
An aggressive, incompetent or bad-tempered boss can turn even the job of your dreams into a nightmare. Craig Ryan gathers some tips for “managing upwards” – and perhaps turning the situation to your advantage.
If you’re otherwise satisfied with your job, use the situation to develop your skills and become a better manager yourself. If something else – your job description, workload or the organisation itself – is at the root of your unhappiness, tackle those issues first.
Tue 25 Oct 2016
Jo Seery gives some advice to managers on avoiding accusations of bullying when tackling poor performance
A growing number of MiP members report being accused of bullying and harassment when tackling poor performance. Such accusations can have severe implications - including suspensions or unpleasant, protracted investigations, so it's important that managers understand how the law deals with accusations of bullying.
Tue 18 Oct 2016
Investigations and grievances can often drag on for months or years, creating uncertainty and stress for everyone involved. Steve Smith calls for a more supportive approach from NHS employers
Too often, I hear about health professionals who have been arbitrarily cold-shouldered by their peers, or left wholly reliant on their trade union for advice and support because their employer is, in the words of one member, “nowhere to be found”.
Mon 10 Oct 2016
INTERVIEW: Barts Health is the NHS's largest trust - and comes with finanical and quality troubles to match. Alison Moore interviews chief exective Alwen Williams about turning round the NHS's stricken supertanker
If you’re looking for the biggest operational challenge in the NHS, running Barts Health Trust is surely it. The NHS’s largest trust in terms of staff and turnover, it has been judged inadequate on quality and finds itself in financial special measures. Turning this behemoth round is going to demand everything even an exceptional manager can throw at it.
Mon 03 Oct 2016
Far from “taking back control”, Brexit has plunged the NHS into a period of radical uncertainty, with unpredictable consequences for funding, staffing and research. Craig Ryan reports.
A month before the EU referendum, a poll commissioned by CIPFA found that 31% of voters thought Brexit would benefit the NHS and 46% thought it would have no impact at all. CIPFA also polled NHS chief executives and financial directors: 95% thought Brexit would harm the NHS.
Thu 22 Sep 2016
The “Once for Wales” project has transformed staff training across NHS Wales, cutting costs, raising quality and boosting compliance. Matt Ross spoke to the handful of visionaries who made it happen.
I remember the bad old days, when people used to do everything separately, and work in competition rather than collaboration. People were all off developing products with slight variations. But this project has pulled together all those good ideas; all that knowledge and expertise.
Mon 12 Sep 2016
Many health organisations have spent years undergoing constant change - and it isn't over yet. Matt Ross offers some advice for team leaders.
Before embracing change, people must understand why the status quo is untenable, see the goal as desirable, and believe it can be delivered. So explain clearly the risks of leaving things as they are, the benefits of change and how you will address the obstacles.
Fri 02 Sep 2016
There’s no single “right” way to deal with email overload, but experts agree on some basic steps. Follow these tips from Craig Ryan and you should find a method that works for you.
Email is a tool, how you use it is up to you. Do you want to read news in your email? Do you find updates from your social media accounts annoying? Do you really need daily briefings? It’s your inbox – decide what should be there and get rid of everything else.
Thu 25 Aug 2016
Sir Simon Wessely argues the crisis in mental health will not be solved by more individual interventions, but by taking a system-wide approach to a system-wide problem.
Fruit in the canteen, better cycling lanes and practicing mindfulness are all fine, but they are unlikely to address the dissatisfaction and demoralisation seen across the mental health workforce.
Thu 25 Aug 2016
MiP is leading a national initiative to tackle bullying and harassment, which undermines managers’ work and damages their careers. Jon Restell explains how the programme is shaping up.
Research shows that disruptive and disrespectful behaviour leads to an unsafe culture – distraction from clinical work, errors, withdrawal, burnout, reputational damage and more people leaving. Staff are less likely to admit mistakes, raise concerns or work effectively in teams – with obvious implications for patient care and safety.
Wed 10 Aug 2016
In the first of a regular series revealing the crucial role of managers in improving healthcare, Matt Ross investigates how NHS leaders in Stockport reconnected GPs and hospital consultants - improving the speed and quality of patient care
“Managers can win people’s minds by going through the procedures, doing their business cases, but to win hearts they have to convince everybody that it’s a good idea.”
Mon 08 Aug 2016
Dale Walmsley explores how pensions tax relief affects you as a member of the NHS Pension Scheme
One of the biggest incentives to save in a pension scheme is the tax relief on a member contributions. The higher up the tax bands you are, the more tax relief you'll get. But the more you earn in the NHS, the more you pay into the scheme.
Thu 28 Jul 2016
Brian Wilson on what you need to know about workplace surveillance and social media snooping
Both employers and employees are increasingly using surveillance footage in the workplace. This presents challenges for workers and managers alike, so it’s important to understand the law in this area.
Fri 22 Jul 2016
With disintegrating community support and tighter funding than ever before, mental health services are near to breaking point. Alison Moore asks one of the sector’s leading chief executives, Maria Kane, how she keeps the show on the road.
“Need goes up and finance in real terms is, at best, flat. You get to the crux where it is no longer doable. That’s where we are. It’s a balance between keeping as lean as we can but also keeping the goodwill of staff.”
Fri 15 Jul 2016
Sometimes the NHS is hard to leave for the wrong reasons. Two senior managers tell Craig Ryan about their exhausting battle to secure redundancy rights and how MiP helped them to leave on the right terms.
We were stuck between a rock and a hard place, excluded from communications regarding the next steps for the organisation, but still without a decision about what was happening to us.
Thu 16 Jun 2016
The 2016 King’s Fund Leadership and Management Summit brought together current thinking on leadership and management in health and social care. MiP committee member Jeremy Baskett reports on a thought-provoking day.
A general theme throughout the summit was the recent change in management styles, moving from ‘hero’ managers, who tried to manage everything, to a ‘coaching’ style where you empower and lead others.