Leadership Development for Doctors

in Postgraduate Training:

Self Assessment Results

Dr Sarah Merrifield

Leadership Fellow, Yorkshire and the Humber

Content and expectations

• Validity and Reliability

• High and low rating domains

• Variability

• SWOT Analysis

• Next steps

Self Assessment

• February – March 2018

• Snapshot of current leadership offer across England

• Designed around original report

• Completed by 10 regions

Limitations

• Subjective

• Differing approaches used

• Limited evidence provided and available in some

cases

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36

0 d

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Total

South west 5 3 3 3 5 4 1 2 2 2 1 2 5 1 2 3 1 2 3 2 52

East Midlands 5 5 5 5 4 5 3 5 5 4 5 3 5 5 5 5 1 1 4 4 84

North West 5 5 3 3 5 4 4 4 4 3 3 3 4 3 3 3 3 3 3 3 71

KSS 5 5 4 5 5 5 5 4 5 5 5 3 4 5 4 3 5 3 3 3 86

Thames Valley and Wessex 2 3 3 2 4 2 2 2 3 3 2 2 1 1 4 3 3 2 1 3 48

East of England 5 4 3 3 4 3 5 5 4 3 5 5 5 3 3 4 2 3 2 3 74

London (3 local offices) 5 5 5 3 5 5 5 5 5 2 2 5 2 5 5 5 1 2 5 3 80

West Midlands 4 3 3 2 2 4 3 3 3 3 2 3 3 3 3 4 2 2 2 3 57

North East and Cumbria 5 5 5 5 5 5 5 5 5 4 4 4 5 5 5 5 5 3 5 3 93

Yorkshire and the Humber 4 3 4 4 3 3 3 4 5 3 4 4 4 3 4 4 2 5 3 3 72

High rated domains

• The leadership development offer is underpinned by

the values of the NHS Constitution

• A clear and explicit leadership development offer is

available to all doctors in postgraduate training

• Tiered offers are available for doctors, catering for all

levels of training

• Our offer is clearly mapped to a spiral curriculum

• Learning opportunities are delivered by local

clinicians and near peer role models

Low rated domains

• National core programmes (e.g. Ed J, Mary Seacole,

EGA) are a key component of our offer

• Trainees undertake a leadership 360 during their training

• Talent management/nurturing of future positional leaders

is part of our offer with clear extension activities available

• A support offer is available for those completing training

• There are opportunities for interprofessional development

Variability

• Multimodal learning opportunities (e.g. structured workplace

experiences, action learning, psychometric tools, technology

enhanced learning) are available

• Simulation-based training in leadership is available

• There is an existing leadership faculty that are confident in the

design/delivery of leadership development interventions

• Programmes and offers are co-created with doctors in training

• National core programmes (e.g. Ed J, Mary Seacole, EGA) are a

key component of our offer

Multimodal learning opportunities are available (e.g. structured workplace experiences, action learning, psychometric tools, technology

enhanced learning)

Never This is work in progress

Seldom

I would like to see more action learning sets, reflection in the workplace done with clinical

supervisors/ educational supervisors. Edward Jenner could be used better, with action

learning / wrap around support.

Sometimes more in level 2

Sometimes

Sometimes For Leadership fellows

Often

This depends on the which courses are accessed, though there is a good range, and

workplace learning and action learning underpin the modules and technology supports

this. There is some use of psychometric tools though this can be limited by time and

expense.

Almost always

a combination of central (schools) provision enabling trust-based opportunities in the

workplace to be offered/expected

Almost always

Taught days, service improvement projects and personal leadership development

alongside healthcare simulation offered in all programmes

Almost always Please see documents previously submitted

Almost always

Further opportunities that will include these areas are planned as part of our leadership

strategy

SW

TV&W

EM

WM

YH

NW

KSS

East

Lon

NE

Simulation-based training in leadership is available

Never

Seldom

We run a local leadership development programme that has role play, but this is only

available to a few trainees.

Seldom

We are piloting the use of simulation for team based leadership development. However,

we also recognise that real world leadership requires immersive experiences in the

workplace.

Seldom

Sometimes

Workshops at conferences have utilised multiple learning approaches including

simulation, and high fidelity simulation focuses on non technical skills including

leadership, which works really well to incorporate leadership in work based clinical

situation.

Often

Often Human factors

Almost always in final part of level 1 and part of level 2 offer simulations are run

Almost always learning together as a nd in a team

Almost always Healthcare simulation day in every programme

SW

TV&W

Lon

WM

NW

NE

YH

EM

KSS

East

There is an existing leadership faculty that are confident in the

design/delivery of leadership development interventions

Never We have some faculty who are confident but not enough to meet needs.

Seldom

We are developing a series of faculty development events designed to support the

delivery of our spiral curriculum for leadership development.

Sometimes

Often

As leadership AD we have extensive leadership experience that is incorporated into the

leadership delivery we provide. We try to provide to LEP where possible to support heir

leadership delivery.

Often in most trusts

Often

There is a leadership steering group within HEE YH made up of Deputy Dean, Associate

dean, Business manager, programme support staff and a leadership fellow, meets

quarterly

Almost always Existing Faculty exists.

Almost always part of the original design brief for the offer

Almost always CUHP/Judge Business School

Almost always

TV&W

Lon

WM

NW

KSS

YH

SW

EM

East

NE

Programmes and offers are co-created with doctors in training

Never

Never This needs to be developed

Sometimes

Have until recently had a trainee rep on our leadership and education committee,

and currently reviewing this. Leadership night school is designed to enable to

trainees to take the lead in developing their programmes. Feedback from trainees

used to influence work. Aware this is an area for a further development.

Sometimes

Sometimes

Sometimes

Most are reliant on supervisor input Leadership fellow has been key in creating the

new tiered offer

Almost always

part of the original design brief for the offer - the co-author was a trainee and the

board running the programme has trainees contributing

Almost always

Building on the experience of the school of surgery and the feedback received from

our doctors in training

Almost always

Our unique approach to leadership development in London has been trialled with

trainees from our school of ophthalmology and developed with our medical

education fellows. We are adopting the learnings from this to implement across the

whole of London.

Almost always Plans are developed using the input of the local Trainee Education Forum

SW

TV&W

NW

East

WM

YH

EM

KSS

Lon

NE

National core programmes (e.g. Ed J, Mary Seacole, EGA) are

a key component of our offer

Never

Never N/A

Never

We have adapted learnings from the leadership academy to develop a very bespoke

educational intervention that is sustainable, trainee led and evaluated.

Seldom

Seldom

Seldom It is an option which we offer, many want a more bespoke offer

Sometimes

Our medical leadership fellows accessed the EGA until the last cohort which started in

2016. No further cohorts planned unless funding available. Some trainees access other

programmes, though aware need to be set in context with peer/action learning

approaches.

Sometimes

Edward Jenner is encouraged for all trainees and information disseminate about the

about the other NLA programmes

Almost always Well established and publicised across our region

Almost always

SW

EM

Lon

East

WM

YH

NW

TV&

W

KSS

NE

SWOT: Strengths

• Access to local leadership academy

• Enthusiastic leads and faculties

• Well established programmes with good track

records

• Variety of activities available

SWOT: Weaknesses

• Funding

• Time

• Lack of trained faculty

• Resources

• Lack of admin

SWOT: Opportunities

• Expand and develop faculty

• Develop universal and multiprofessional offer

• Work with leadership Academy

• National stimulus

• Introduce into ARCP

• Events to increase engagement

• Funding

SWOT: Threats

• Funding

• Competing demands

• Time

Priorities for next steps

1. Securing funding

2. Develop further links with leadership academy to offer

widespread national programmes and 360 assessments

3. Improve talent management offer with structured

development conversations

4. Ensure time and resources are ringfenced for

leadership development

5. Develop interprofessional modalities of development