leadershipinpracticeCohort4

Day 1 Thursday 12 June 2014 Training Room 1, Grantham

Time
9.30
10.30

Content
ULHT strategic context and direction

10.30
11.00
11.00
1.00

Break

1.00
2.00
2.00
4.30

Lunch

Keogh, Francis, Berwick - what do they mean to

you?
6Cs how are you using these in your practice?

Leadership and impact on healthcare

Assessment against NHS Healthcare Leadership
Model

It

Speaker
Kevin Turner
Deputy Chief
Executive

Pauleen Pratt
Interim Chief
Nurse

Helen Nicholson,
Assistant Director
of Organisational
Development

is better to lead from behind and to put

others in front, especially when you celebrate victory
when nice things occur. You take the front line when
there is danger. Then people will appreciate your
leadership. Nelson Mandela

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leadershipinpractice

Day 2- Thursday 19 June 2014, Training Room 1, Grantham

Time

Content

Speaker

9.30
1.00

Managing Change

2.00
4.15

Action Learning

Susan Fairlie, Interim

Deputy Director of
Nursing
Lynne Hewitt,
Organisational
Development Lead

4.15
4.30

Planning for your service improvement project

Helen Beel, Clinical

Improvement Facilitator

If your actions inspire others to dream more, learn

more, do more and become more, you are a leader
John Quincy Adams

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leadershipinpractice

Day 3 Wednesday 25 June 2014, Training Room 1, Grantham

Time

Content

Speaker

9.30
12.00

Budget management

Pen Andersen, Deputy

Director of Finance

1.00
4.30

What does excellent leadership look like at

ULHT?

Ian Warren, Director of

Human Resources and
Organisational
Development

The task of the leader is to get his people from where

they are, to where they have not been.
Henry A. Kissinger

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leadershipinpractice
Day 4 Tuesday 1 July 2014, Training Room 1, Grantham
Time

Content

Speaker

9.30 4.30

Patient safety and human factors

Dr Steve Cross, Head of

Quality Governance

Patient safety is at the heart of everything we do. And yet despite our best intentions, our great compassion and our
professionalism, we still make mistakes in healthcare. Research has indicated, for example, that about one in every
twenty patient deaths in hospital are avoidable and that most adverse incidents are.
In other industries, the sources of errors or failings are well known. They are people human beings, who are fallible
and flawed. Recognising this, other safety-critical sectors such as aviation, petrochemicals and the armed forces
have been able to dramatically improve their safety. They have done this by using human factors and we can do the
same.
This day asks the group why things go wrong for our patients and why all of us, including your own staff, make
mistakes. We will look at common types of human error and how to prevent them, and how we can improve our nontechnical skills communication, awareness of situations and team-working. We will also have a whistle-stop tour of
the safety work carried out by the NPSA, the NHS Institute and the Health Foundation.
Learning outcomes:

Human error recognising it and preventing it

Patient Safety proven interventions
Human factors communication, team work and safety awareness.

People buy into the leader before they buy into the
vision
John C. Maxwell

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leadershipinpractice
Day 5 Tuesday 15 July 2014, Training Room 1, Grantham
Time

Content

Speaker

9.30 12.15

Building effective teams through

engagement and productive working
relationships

Bridy Clark, Head of

Nursing, Lincoln and Dr
Neill Hepburn, Deputy
Medical Director

1.00 4.30

Service improvement tools and

techniques

David Furley, Assistant

Director of Clinical
Improvement

Leaders must be close enough to relate to others, but far

enough ahead to motivate them.
John C. Maxwell

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leadershipinpractice

Day 6 Monday 21 July 2014, Training Room 1, Grantham

Time

Content

Speaker

9.30
1.00

Understanding and improving the patient

experience

Jennie Negus, Deputy

Director of Nursing

1.45
4.30

LiA Conversation

Helen Nicholson, Assistant

Director of Organisational
Development

At the end of this session, delegates will:

Understand the difference between perception and assumptions

Understand their responsibility to be a role model and articulate to their team how they can individually and
collectively improve patients experiences on their ward

Develop the skills and confidence to have courageous conversations and challenge poor practice in others
when it is observed

Know how they can create a consistent culture in their area of responsibility where patients are genuinely put
at the heart of everything that they do

Management is doing things right; leadership is doing

the right things.
Peter Drucke

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Leadershipinpractice

Celebration Event 15 September 2014, New Life Centre, Sleaford

Time

Content

11.00- 2.00

Service Improvement Project Poster Presentations

and Celebration and Award of Certificates

Keep your fears to yourself, but share your courage with

others.
Robert Louis Stevenson

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