How to Create Training Programs that Give Clinicians Experience in Leadership

05
May 18
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The health sector faces a challenging future.  Forecasted resource scarcities due to skill shortages, funding unpredictability and changing models of care all emphasise the need for health leaders to become even more responsive and transformational in order to meet these challenges.  Through implementing a suite of training programs to give clinicians experience in practising skills in leadership and creating networks to enhance multidisciplinary team effectiveness, Barwon Health has furthered their leadership effectiveness and high performing team culture.

We have implemented three training programs designed to support and enhance the career transition from the role of a clinician to roles with greater organisational responsibilities.  This approach is enabled by social learning that enhances and sustains an aligned, responsive and effective organistion underpinned by resilient relationships within its workgroups and with its stakeholders and consumers.

In the development of the programs, we have adopted a visionary approach that is influential and evidence based, using best practice theory and application to develop workshops, tools and simulation activities.  Programs are supported by the Board and driven by our Executive members and supervisors of participants engaged throughout the learning process.  The leadership programs build on each other and engage a range of stakeholders, processes and learning opportunities to facilitate cultural change through consistency and accountability. 

The evaluation of the programs has indicated that leadership capability has improved by ways of:

  • Enhanced professional networks across Barwon Health to promote multidisciplinary teams to ensure effective teams collaborate to make treatment recommendations that facilitate quality consumer care
  • Better appreciation of the strategic and organisational context of Barwon Health to align work effort to consumer centred care and serve our community more effectively
  • Practice in the abilities of self-awareness, self-management and situational awareness and business skills such as feedback, coaching, non-directive counselling, process improvement, team management, negotiation and conflict management enables leaders to discover their hidden strengths by proactively and professionally dealing with any issues that arise, and develop capability within their teams to leverage resources more effectively and increase engagement
  • A shift in culture, where leaders feel accountable for their work and teams, and can give and receive feedback
  • Increased engagement and communication by leaders, enabling retention of quality staff and increased productivity and motivation
  • A shift in leadership style, where leaders feel confident and equipped to positively contribute to their workplace and continually improve processes, systems and themselves

Explore hospital avoidance strategies to reduce unnecessary emergency department presentations at the Mental Health Access & Quality in Emergency Departments, 12th & 13th February 2019, Sydney.

Submitted by Rebecca Quinn

Rebecca Quinn

Rebecca Quinn is the Deputy Chief of Workforce and Culture for Barwon Health the largest regional health care provider in Victoria with 6,500 staff and 21 locations across the south west region. Rebecca‘s drive, innovation and passion enables her to successfully lead a team to provide organisational development, workforce planning and talent acquisition advice and develop organisational strategies to build capability through engagement, leadership, management and performance. Rebecca holds an Honours degree in Psychology and Masters of Business and has worked in a range of senior human resource roles focused on developing strategy and capability in complex, evolving organisations in the education, government and health sectors.

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