Leadership and engagement for improvement in the NHS: Together we can

Leadership development is absolutely crucial if the government reforms are to stand any chance of working. General Practice consists of small businesses which are commissioning from complex larger health organisations. Leadership needs to be developed locally and also to ensure that specialist services are commissioned appropriately longer term.

If sense were common, we would all have it. Leadership development must include the concept that if you want to get the best out of your staff, or if you want to provide the best possible service, you must really want to listen to your employees, listen to your 'customers' and put place mechanisms that allow this to happen. Then - most importantly - you must be prepared to respond. All too often 'engagement' is little more than a tick-box office. Remember, communication does not mean engagement.

I completely agree with your comment with regards to general practice/s requiring good leadership. However,so this is not just rhetoric how would you suggest this is accomplished? when indeed they are made up of several small businesses, gaining consensus and all moving in the same direction will be challenging.

The book "Radical Management" has some excellent practical advice on leadership, engagement and collaboration.

Leadership development is very crucial to improve the smooth running of the institution. It can be acchived by listening staffs involve them in decision making also listen patient'sc experiences.

Engaged, well led staff will create a climate in which staff feel empowered. The power of them learning by doing and receiving immediate and relevant feedback and the ability to effect change will lead to improved patient outcomes and increased staff moral.

I have worked in organisations that are well led with wonderful staff engagement. When working in an environment like this people and patients prosper in many ways.

In contrast, I have worked in organisations where engagement is poor, new ideas are surpressed and fear is created if you 'rock the boat'. What happens in these organisations? Morale is low and staff leave.

I believe a good leader always engages staff in discussion and involves in decision making. I am proud to say the place I work have a good leader and listens to staffs thoughts and is approachable.

From the publication addressing organisational and quality improvement dealing with the NHS, it was noted that the key element in improving quality was a focus on patient experience and how the experience of carers impacted on the quality of care. This determination highlighted the necessity to give hands on carers the responsibility to emphasize the values, the standards and the quality of their caring, and to engage with patients to determine their experiences. It becomes apparent that the face to face interaction with all participants within the organisation must be valued and optimised within their own expertise and delegated duties. Identifying clear standards and attention to how the carers are to be treated, must have a trickle down effect on the patient experience. Accordingly, being sensitive to the needs of carers to fulfil their roles with quality, and effectiveness is key. Provide the opportunities for staff to become the carers that they need to be, model and shape the culture that patients need, identifying the values that the organisation wishes to be recognised for and the duty to our patients will be achieved.

I am working in a trust which is well led .Our trust value is to provide excellent care to our patients by engaging them in every step of decision making.For the smooth running of the unit it is important for the management to engaging in team work to achieve the goal.

Engagement is about listening to and valuing input from all of the staff within the organisation. This leads to a more motivated workforce who feels their voice is heard.
I currently work for an organisation which has an active engaging for improvement programme. This ask staff to define an idea they have to improve the services they offer. A structured process is then in place to drive this improvement forward.

Often a great leader isn’t one who has doubt, to be in such a great position and not have any doubt shows a very rigid way of thinking. Working together involving all member of the team achieves outcomes, and prevents repeating care and treatment. Enabling staff to use skills not only motivates their working but how they support others too. A person gains respect from others they do not demand it!