Working better together: joint leadership development for doctors and managers

Abstract

Traditionally, there have been tensions between frontline healthcare professionals and managers, with well-known stereotypes of difficult consultants and pen-pushing managers. Many junior doctors have limited management experience and have often never even met a manager prior to taking on a consultant role.Based on a successful programme pioneered by Dr Robert Klaber (Imperial, London) we have set-up an innovative scheme for Birmingham Children's Hospital, pairing junior doctors and managers to learn and work together. Our aim was to cultivate positive attitudes and understanding between the two groups, break down inter-professional barriers, and to provide practical leadership experience and education.We recruited 60 managers and doctors to participate in shadowing, conversation, and quality improvement projects. Thought-provoking online materials, blogs, socials, and popular monthly workshops consisting of patient-focused debate and discussion around key leadership themes, have helped to support learning and cement shared values.Formal evaluation has demonstrated an improvement in how participants perceive their knowledge and ability based on key NHS Leadership Framework competencies. Participant feedback has been extremely positive, and everyone plans to continue to incorporate Paired Learning into their continuing professional development.We are now embedding Paired Learning in the on-going educational programme offered at Birmingham Children's Hospital, whilst looking at extending the scheme to include different professional groups and other trusts across the region and nationally. ProblemHistorically in the NHS, clinical professionals and managers have struggled to find ways to work effectively together, with some doctors not even meeting a manager prior to being a consultant.The NHS Leadership Framework is applicable to all healthcare professionals, and outlines how we can each incorporate leadership development throughout our careers. Hospital trusts and deaneries need to find ways to provide management and leadership training opportunities for junior doctors, nurses, allied healthcare professionals, and managers in locally based programmes.

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