Practical Management and Leadership for Doctors

Description

Cover Half Title Title Page Copyright Page Table of Contents Foreword from first edition Foreword for the second edition Preface Authors 1: Introduction Developing management and leadership skills Core competences of managers and leaders Starting in a new situation Conclusions References 2: Maintaining productive key relationships Understanding our interactions with colleagues Relationships in the multidisciplinary team Relationships with doctors Supervisory and educational relationships Relationships with medical ‘peers’ Relationships between doctors in management and other doctors Appraisal and job planning Managing performance Relationships with managers Relationships with people who use our services (and their caregivers/families) Relationships, relationships, relationships References Further reading and useful resources 3: Understanding your organisation Understanding your organisation in context Governance and management issues in the English NHS Metaphors as a framework for understanding Organisational culture Organisation as flux and transformation Practical applications Culture is related to outcome References Further reading 4: Personal vision, values and goals: Alignment with the organisation What’s important to you? Developing your ‘vision’ What’s important to you? Checking your values Making decisions Difficult choices – when personal and organisational values clash Influencing and persuading Conclusions References Further reading 5: People skills Communication Communication is essentially two-way (or multilateral) What is said must match what is done Tackling toxic workplace dynamics The form of communication must suit the situation The special case of email (and other forms of e-communication, including text messaging) Negotiating Cooperative working: Complexity demands co-operation Iteration: Mutual understanding, interest and engagement Developing others Courses Learning sets and management clubs Coaching and mentoring Reducing and managing stress Time management Balanced lifestyle Appropriate emotional detachment References 6: Organisation skills Introduction Managing and leading meetings Raising concerns and duty of care Managing conflict Strategic thinking Overall strategy Product development strategy Marketing strategy Staffing strategy Quality and effectiveness Financial strategy Risk-management strategy Business planning Financial control References 7: Maintaining and improving quality Evidence-based practice and health outcomes Relationships and quality Service quality Management quality Timeliness and convenience Evidence-based policy Risk reduction and management Governance Competent and capable workforce Safe environment Clinical care Using checklists to improve quality Learning from experience Healing wounds References 8: Innovation Introduction Entrepreneurship What motivates creativity? Types of innovation The process of innovation Enabling creativity Learning creativity Not all innovation works Managing innovation and change Teamwork versus ‘command and control’ for innovation and quality Conclusions References Further reading 9: When the going gets tough The consequences of working in the current climate Resilience and well-being Relationality is key Mental health first aid Superheroes and super-egos Protecting yourself at work References Further reading 10: Continuing development in leadership and management Background Changes in medical education Identifying your training needs Obstacles to accessing education and training Types of education and training available Leadership and development over time Conclusions References 11: Balance Your most important asset is yourself Understanding your needs The work environment Taking the longer view Lessons from Toyota Keeping fresh for the long term Wisdom References Further reading Index