More on the 2012 Leadership Review
- Read the supporting papers for this review below
- Read Chris Ham's blog: Why engagement matters
- Watch video interviews with prominent leaders in this area
- Find out more about the review of leadership in the NHS
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.
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!