Getting what you want in your DepartmentTrust Jonathan

Getting what you want in your Department/Trust Jonathan Beard Professor of Surgical Education “Training and education is patient care for the next 30 years” Professor Sir John Temple, Time for Training

Your role and ambitions as an SAS Tutor In pairs: 1 minute for each question 5 minutes for each person 10 minutes for the exercise • Do you understand your additional responsibilities? • What do you want to change? • How will you manage this change? Listener make some notes to hand to your partner We will revisit this conversation later 2

Leadership • 1, 000 s of studies to determine definitive styles, characteristics, personality traits • None have produced a clear profile • As an SAS Tutor, you are a leader What are the attributes of a good leader? 3

French & Raven - Five Bases of Power Resulting from one person’s ability to compensate another person for their compliance Legitimate Resulting from a person’s perceived integrity, confidence and right to respect Charismatic Reward Expert Coercive As an SAS Tutor, what are your bases of power? 4

French & Raven - Five Bases of Power Resulting from one person’s ability to compensate another person for their compliance Legitimate Resulting from a person’s perceived integrity, confidence and right to respect Charismatic Reward Expert Coercive 5

Positional vs Personal Power Legitimate Reward Coercive Expert Charismatic Positiona l Personal 24

Responses to Use of Power Positional Power Compliance Resistance Personal power Commitment 7

Your Role as SAS Tutor Revisited Three areas of activity (often overlap): Leadership Education Management In which circle do you spend most of your time? In which circle should you spend most of your time? 30

Faculty of Medical Leadership & Management Defines effective leaders by standards of behaviour (how & what) and their underpinning values (why) 9

FMLM Behaviours • Self: • Self awareness & self-development • Personal resilience, drive & energy • Team Player / Team Leader: • Effective teamwork • Cross-team collaboration • Corporate responsibility: • Corporate team player • Corporate culture and innovation • You should have undertaken the self-assessment exercise before you arrived today 10

FMLM Exercise In your pairs: • Discuss your FMLM self-assessment • What did you learn from it? • What further learning needs do you have? • How will you change your behaviour? 10 minutes (5+5) What? So what? Now what? 11

Stakeholder Analysis High Power “Stakeholder management is critical to the success of every project in every organisation. ” “By engaging the right people in the right way in your project you can make a big difference to its success. ” Rachel Thompson Low Interest High 12

Education Stakeholders Internal • • • Trainees Trust Doctors SAS Doctors Consultants Other HCPs Clinical Directors Specialty Education Leads Education Centre manager Director of Medical Education Medical Director of Finance Chief Executive External • • • • Programme Director Head of School Postgraduate Dean (DEC) NACT LETBs HEE GMC Royal Colleges Specialty Associations Medical Schools Patient Groups Commercial companies Other? 13

Prioritising Stakeholders: Principles High Keep Satisfied Manage Closely Monitor (minimum effort) Keep Informed Power Low Interest High 14

Stakeholder Analysis The power and interest of stakeholders may well depend upon the issue. When proposing a project or change, it is important for you to anticipate how stakeholders are likely to respond: You can record this analysis on a stakeholder map using different colours for supporters (followers), blockers and those who are neutral You can use circles to group stakeholders who could work together to increase their influence and arrows to indicate relationships between stakeholders. This may be a way a getting an interested stakeholder to influence a less interested or more powerful one. 15

Stakeholder Analysis Exercise How will you educate and support all the LED doctors in your Trust? High Supporters Power Blockers Neutral High Low Interest 16

Summary • • Your role as SAS tutor is changing Good (affective) leaders adapt to change Good leaders understand develop themselves Good leaders use charismatic power to influence others (through their openness, integrity and confidence) • Improving your educational knowledge will also help • Spend more time on leadership and education and less on management (delegate) • Work out who are your important stakeholders and manage them accordingly Questions? 17