Lead, Adapt, Compete

Leading clinical services into a very different future

Few service leaders can predict exactly what the future will hold or look like, except that it will be tougher than today, will require significant and continual adaptation and that competition will become more fierce, with heightened consequences for those in second place. This emerging, hostile environment requires service leaders of all varieties, medical, nursing and managerial, to re-think their whole approach to leadership, change and competing. Condensed into an immensely practical and yet inspirational afternoon, you’ll find vital insight to assist you in leading services and colleagues into that future with confidence and success.

This is a half-day event, commencing at 2pm and concluding at 5.45pm

Despite the incredible faculty of speakers, we are providing you with the opportunity to attend this event for just £55 + VAT. This is insight that every healthcare leader, clinical or otherwise, really needs and so we have tried hard to remove the barriers.

The Winning Mind – The Five Fundamentals of Success
Roger Black MBE, Olympic 400 metre Silver Medallist, European, Commonwealth and World Championship Gold Medallist

Whether it’s through overt encouragement of competition or by strengthening the choice agenda, all services need to appreciate the nature of competition in the new system. Equally, there is now clear understanding that there isn’t room for all. Consequently, it is imperative that services appreciate that their new environment is one of winners and losers and adopt the approach and mindset to be in the right category.

• How do winners think and act?
• When everyone is determined to win, what defines the winner?
• How do you encourage a winning mindset in the battle-weary?
• What are the critical elements of success, in teams and individuals?
• Defining and understanding the Five Fundamentals of Success

All Change, Quickly! – Creating a sense of urgency, consensus & intelligent action
Mr Andrew Vincent, Chief Executive, Medicology & Head of Clinical Business Excellence

Since the advent of man, survival has been associated with taking the right action ahead of the pack. What’s emerging in health is that intelligent, early adaptation and action are critical factors for survival in a system that takes no prisoners and yet this is an area that few Trusts feel they achieve adequately, with change coming slowly and painfully, with many battles along the way. This has to change. Your survival depends on it.

• What does a real sense of urgency look and feel like?
• Why don’t groups reach consensus and how do you change that?
• What do managers and clinicians do that perpetuates the clinical managerial divide?
• How do you avoid headless chicken, reckless activity when people are under stress?
• Just how do you overcome inertia to gain consistent, rapid, intelligent progress, consensus and adaptation?

The Leaders Leadership Journey – The perilous pathway of learning to lead leaders
Dr Steve Allder, Assistant Medical Director, Plymouth Hospitals NHS Trust

Change imposed from above, without support from below, is condemned to inertia. Change must come from the coalface, driven by the coalface and with the full support of the coalface, or it risks catastrophic failure at a time when it really needs to happen urgently. That is particularly vital when the coalface consists of a senior, highly intellectual group of well-trained individuals with an existing sense of autonomy. Learning to lead this group is fundamental to creating change and that’s as much about your journey as theirs.

• What do senior leaders need to take on board about themselves?
• What stops the coalface engaging and just how do you change that?
• Leadership humility – when those you lead know more than you
• Critical considerations in leading intellectual, independent leaders?
• Getting out of the 1920s – letting go of leader as controller

Leading into the Future – Stimulating inspiration, aspiration & ambition
Dr Fran Woodard is Director of the Cancer Programme at the South-East London Integrated Cancer Centre (ICC), Guy’s & St Thomas’ NHS Foundation Trust

Without question, the environment most leaders find themselves in at the moment would best be described as hostile and yet we need a level and commitment of leadership the likes of which we have not experienced before. To create a sustainable drive to a new system, we need leaders who can inspire people, creating a sense of aspiration and ambition that overcomes the present lethargy and inertia.

• How does leadership need to change going forward?
• What will service and Trust leadership look like on the ground?
• Managing minds and engaging hearts – what do leaders need to do?
• Harnessing aspiration & ambition productively
• Seizing your own destiny – how can leaders enable teams & services to take charge of their futures?

Questions & Debate from the Floor