OCTOBER-NOVEMBER2020

www.southwestleadership.nhs.uk

Supporting You Through Your Leadership Journey

Christina QuinnHead of the South West Leadership Academy (SWLA) and Leadership and Lifelong Learning

Continued

Welcome to our October – November Leadership Outlook. In our last edition we talked a lot about the NHS People Plan, your insights from our re-engagement survey and our stakeholder event, Leadership Pride. These topics, along with all our work, is all about you, our healthcare leaders.

The words ‘Leaders’ and ‘Leadership’ are viewed in many different ways, some colleagues may have read this and thought, that’s doesn’t include me but Leadership to me is how you make people feel, how you behave and show examples of compassion and kindness, how you believe that it’s not all about you, how you believe and trust in others…I could go on and below are some quotes from the exceptional Maya Angelou.

To have a leadership role, there isn’t a specific job title or pay band, leadership is a combination of behaviours and skills which can evolve and develop over time. You can possess leadership qualities which encourage colleagues to listen and follow your lead on a project or task, you don’t need to have a management role to be a leader or for others to see you as their leader. Some of the best leaders are those that aren’t our seniors but those that make us feel safe to speak out when we think things are wrong, have the courage to challenge poor behaviour and the skill to praise and appreciate others.

Throughout your leadership journey you will all take different paths and different development opportunities which will influence and inspire your next steps. Some of this development maybe through more formal schemes, like the Graduate Management Scheme, interventions such as Masterclasses, Programmes and stakeholder events such as Leadership Pride but there are a range of tools and resources that can help too.

@ChristinaQuin16

A leader sees greatness in other people. He nor she can be much of a leader if all she sees is herselfMaya Angelou

I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feelMaya Angelou

Christina QuinnHead of the South West Leadership Academy (SWLA) and Leadership and Lifelong Learning

Meet the Team

I would also encourage you to think of development in a broader sense, who are your role models, what can they teach us about being human in leading? Most of all, what kind of a leader do you want to be? What kind of behaviours did you appreciate and what were those behaviours that were less helpful? We have taken this approach in our Leadership Pride series, whilst we have fabulous keynote speakers, it’s the personal stories that I am hoping will be particularly relevant and connect us to the reality of leading in the NHS.

This month I would also like to draw on the feedback we received through our re-engagement survey. Your insights told us that access to coaching and mentoring was in the top five development priorities, around 50% were interested in tools to support them in understanding their strengths and 55% would like a range of options that they could access. Within this edition of our Leadership Outlook, we would like to highlight the Coaching and Mentoring opportunities and a couple resources which are available to support you and your teams.

As we lean into the winter months, with the evenings drawing in earlier, we would like to emphasise the importance of looking after your wellbeing and being kind to yourself during this busy and uncertain period.

We hope you find these resources useful and please let us know if there’s anything else you would like to see in our newsletters.

Best wishes,

@ChristinaQuin16

Meet the TeamErk Gunce - Inclusion Coordinator

Disability History Month

Erk joins the South West Leadership Academy as the Inclusion Coordinator.Dear colleagues,

It is with pleasure that I reach out to you to introduce myself. I’m Erk (pronounced Eric), my pronouns are he/him/his and I have only last week joined the South West Leadership Academy as the Positive Action Programmes Inclusion Coordinator. As the inclusion coordinator, I will work with the Academy to make progress in a crucial agenda: equality, diversity and inclusion.

I am originally from Cyprus and my mother tongue is Turkish. I arrived in the UK 7 years ago to study at the University of Edinburgh. I moved on to study Education Management at King’s College London. Through my studies and lived experiences, I was introduced to diversity of thoughts and people. I started my professional life in the field of mental health, having worked as a welfare responder in various universities. I was trained as a support worker and to this day, I spend my evenings providing educational support to disabled learners across the UK. I specialize in inclusive leadership, having undertaken postgraduate research on ‘the leadership approaches to increase staff quality of work life’. I have been involved in student engagement and educational support initiatives, working with the National Union of Students and Office for Students.

My lived experiences of the disadvantage imposed on queer people, disabled people and ethnic minorities are strong motivators in my passion for social justice.

But I need your help.

Inclusion is not a one-person job. It requires collaboration, cheerleading, empowerment, celebration. We want to work with each and every one of you: fellow NHS staff, graduate management trainees, staff who are studying on our courses, patients, carers and members of the public. You can each contribute something to the inclusion agenda and this is why your experience matters: you are experts by experience.

So, what should inclusion look like in South West Leadership Academy?

Over the next few months, we will start digging into the training programmes we offer and ask ourselves several questions: Are our slides accessible for learners who use screen readers? When teaching new concepts, are we only citing privileged white, male, non-disabled, heterosexual (etc) thought leaders? Are our case studies celebrating diversity of experiences? What reasonable adjustments do our disabled learners need, and are we making them feel included and empowered to achieve their best? Are our courses inclusive of learners who may have parental or caring responsibilities – for instance, are we varying our time of delivery or are we recording our teaching? When interacting with each other, are we assuming each other’s pronouns or are we making an effort to ask rather than assume, to stand with our trans colleagues? Where does culture, race, religion come in? Are there any gaps in our courses – that is, are certain groups achieving less, less satisfied or less empowered?

As I embark on this journey of discovery and disruption (for justice gives us license to dismantle), I need your help. If you are a fellow NHS staff member, if you are a learner on one of our courses, if you are a trainee, if you are interested in our courses but worried about succeeding, I want to hear from you. I want to hear how we can make the South West Leadership Academy more inclusive for you.

So, please get in touch. I’ll be waiting – excited, and ready to get started.

Warm wishes,

Erk

DISABILITY HISTORY MONTH

Team Development Toolkit

Disability History Month (18 November-18 December 2020) #UKDHM

Disabled and proud:

By Erk Gunce, Positive Action Programmes Inclusion Coordinator

One of the benefits of being extremely vocal is that I no longer need to hide my needs. I embrace my vulnerability, show it to people so they are on the same page as me and I’m no longer afraid to ask for help. In fact, I would say that I’m disabled and proud. I have no shame in reminding people that the systems I operate in disable me and I need them to modify their behaviour, instead of expecting me to change. This is where the curiosity of language kicks in. I will always say that I am a ‘disabled person’ rather than ‘a person with a disability’. When I emphasize that I am disabled (note the passive voice), it suggests that I have been disabled by others. Our society is built on a rather limited view of what ‘ability’ and ‘success’ look like, and we’re here to change that.

I self-identify as disabled. I grew up in a country (Cyprus) where receiving psychological support, or having mobility needs was very much a taboo. During my childhood, the Turkish word for ‘disabled’ used to be ‘özürlü’ (literal meaning: apologetic, deficient). We are now shifting to the term ‘engelli’ (literal meaning: prevented). You can see how my language is gradually shifting the blame away from me to the non-inclusive society. As the Inclusion Coordinator of the South West Leadership Academy, I want to do just that: acknowledge where our provision has not been inclusive, take responsibility to improve our courses and empower our disabled learners to achieve their best.

The past few weeks have been extremely difficult for me.

And I want everyone to feel comfortable saying what I just said. I have been hiding in bed, starting a new job has been terrifying, and as I am high risk for Covid, having to stay indoors has really taken its toll on my mental health. Looking in the mirror is still a challenge. I was brought up in a body-shaming society and combined with my experiences of bulimia nervosa, my relationship with food, my body and my self-esteem are still far from perfect. I continue to struggle keeping my concentration levels high, as anxiety and attention deficit kick in, and at times I feel just a tick hyperactive. My disabilities are exacerbated by issues of sexuality and also my ethnicity – my family being in Cyprus, I try to hold on to a lonely life in the UK.

And feeling all of the above, and worse, is okay.

This year marks the 25th anniversary of the Disability Discrimination Act. As our laws evolved, disabled people are now protected under the 2010 Equality Act. We have recently had another legal breakthrough, as new legislation was introduced (The Public Sector Bodies (Websites and Mobile Applications) (No. 2) Accessibility Regulations 2018). Thanks to this legislation, public sector bodies now have a duty to make their websites and mobile applications accessible for disabled and neurodiverse users. If you use a screenreader, if you are dyslexic, if you have visual impairments, if you’re deaf, or if you have any other access and participation needs, the resources we provide must be inclusive of your needs. In education lingo, this is called Universal Design for Learning.

As our efforts to be accepted, celebrated, empowered and entrusted with senior roles continue, we encourage you all to ally and cheerlead your disabled co-workers. If you’re a manager, please have an open mind. Remember that we work best, when we’re at our best. And we cannot be at our best if we’re not supported at our worst.

Surround yourself with disabled people and listen to their stories. Follow a disabled person on Twitter. Check out the BBC Three series ‘things not to say’. Read about the devastating effects of body shaming in a book about the body and self.

And please get in touch with any feedback on how we can make the South West Leadership Academy more inclusive for our disabled and neurodiverse learners. We also wish to hear case studies of inclusive practice. If you have stories of inclusive learning and teaching, please get in touch to share them, so we can amplify and celebrate inclusive practices.

In solidarity,

Erk, on behalf of South West Leadership Academy

@erkgunce

TEAM DEVELOPMENT TOOLKIT

GMTS Application Process

We are delighted to launch this handy toolkit which will support teams across the South West to spend time together, getting to know each other, discussing what is important to them and ultimately considering how they can be more effective in continuing to deliver care to our patients and citizens across the region.

The idea for the toolkit originated in the fundamental concept and evidence base that enabling teams to have time together away from their daily tasks and challenges creates an environment where relationships are strengthened, trust is developed and the team focus on cohesively contributing to their element of a patient’s journey within the NHS. The evidence base strongly speaks to those teams who make time for building their relationships and establishing their common purpose having a tangible impact on the quality and effectiveness of the care they provide. We had a unique opportunity to create a resource bank that teams could access and use with ease to facilitate the underpinning foundations of effective team working – we decided to collate our knowledge and experience of working with a diversity of teams across the Health system and place it within this toolkit.

The toolkit has been designed to be easily accessible and user friendly. There is a step by step guide on how to design and deliver a team development initiative – whether that is within a regular team meeting or a dedicated away day – the key component is to start with the end in mind and to agree the desired outcome from the initiative – using the kit will then guide you to finding the best activity to achieve the objective within the time you have available.

We would like to extend a huge thank you to Anna Springett who has worked with us at the academy and also with a range of stakeholders across the South West region to design and create this toolkit. Anna’s vast experience of working with teams and facilitating team development is clear within the toolkit, Anna has incorporated her knowledge and skills into this resource which is tangibly user friendly for anyone who is embarking crafting some development time for their team.

We are sure this toolkit will support you and your team to maximise your time together, my parting advice to gain the most from this opportunity is to be clear on your objective and be adventurous in your design – the results will speak for themselves.

Click here to find out more: www.southwestleadership.nhs.uk/wp-content/uploads/2020/09/SWLA-Team-Development-Toolkit.pdf

NHS GRADUATE MANAGEMENT TRAINING SCHEMEApplication Process

GMTS September 2021 Intake – Oct-Nov Newsletter

Applications for the September 2021 intake of the multi-award winning NHS Graduate Management Training Scheme (GMTS) are now open. The scheme turns 65 years old next year and we are looking to support more future leaders than ever before. The scheme is open for anyone meeting our minimum eligibility requirements, regardless of whether you are a recent graduate, currently working in the NHS and looking to step-up your career or looking to move into NHS leadership from another sector. For details of our minimum eligibility requirements, please visit our website here.

GMTS is a full-time, two-year (or two and a half if you opt for finance) leadership development program that encompasses a host of development opportunities including structured work experience, professional qualifications, action learning sets and much more. It is designed to stretch and challenge individuals to bring out the best of their leadership abilities and to build and develop confidence across a broad range of competencies; you’ll be given real responsibility to influence decisions and improve the lives of our populations. In the South West, trainees can be based in any of our seven regions including Bath, Bristol, Somerset, Gloucestershire, Cornwall & Isles of Scilly, Devon and Dorset, in a range of different types of organisations such as:

• Acute trusts

• Mental health services

• Community healthcare

• Sustainability and Transformation Partnerships (STPs) or Integrated Care Systems (ICS’)

• Clinical Commissioning Groups (CCGs)

• Arm’s Length Bodies such as NHS England & NHS Improvement and NHS Blood & Transplant

The scheme is full-time and you’ll have access to a range of benefits including a competitive salary of approximately £24,000, with capped pay protection for current NHS staff, and a minimum 27 days holiday plus eight Bank and Public Holiday, again with capped annual leave protection available for existing NHS staff. You will also be supported with travel and expenses for any national GMTS commitments.

Depending on your interest, we offer six specialisms with places available across England:

• General Management

• Finance

• Human Resources

• Health Informatics

• Health Analysis

• Policy & Strategy – please note we are no longer accepting new applications for this stream for September 2021

After completing the scheme, our trainees go into a variety of leadership roles across health and social care in England, from project managers, service managers, analysts, contract managers, strategy advisors and much more. Four out of five of the last NHS chief executives have been alumni of GMTS, including Simon Stevens, our current chief executive.

For more information and to start your application, visit the GMTS website by clicking here.

Applications for a place in September 2021 are likely to close early due to the volume of applications, so get your application started soon if you are interested. For the latest updates, you can follow us on Twitter here.

GMTS Application Process

NHS GRADUATE MANAGEMENT TRAINING SCHEME

Hello, my name is Emily.

I’m a Graduate Management trainee who started in March 2020 at my placement in Gloucestershire Health and Care Community NHS Trust. It’s been a really strange year to start a new job, especially in the NHS! The main thing that got me through though, is the support from my peers in the South West cohort. We were lucky enough to have an introductory meeting before we all started the scheme that was run by some current Grads, so we could all get to know each other. We only met face to face once more at the wonderful welcome event up in Leeds. Then as we went into national lockdown, our contact had to move online. We were so lucky to have a great Trainee Support Manager who arranged cohort calls for us to connect and check in with everyone as it was a scary time both at work and at home! We have since carried on these chats ourselves and have all become great friends who support each other, as no one else knows what it’s like to be an NHS Grad.

The scheme has started back up again now, and I’ve really enjoyed the content so far, especially the Experiential Learning- a way of learning by doing and reflecting. We have had a couple of sessions, and they have been really insightful and engaging. My favourite activity was with some actors and directors who talked about how to present yourself and command and hold attention when talking in meetings. We all got to practise and were given tips to improve. Even though everything is online now, it was still fun and useful.

Another part of the scheme that provides a different sort of education is the Action Learning Sets where a small group of colleagues gather to discuss an issue or problem they are facing at work, and their peers support and challenge them constructively, coaching them to find a solution. In our first session, we did a ‘lifeline’ exercise where we talked about the high and low parts of our lives, and it certainly helped to build trust and vulnerability. I’m looking forward to the rest of these sessions as I think they will be a valuable, safe learning space.

I am so glad I joined the scheme, as despite Covid it has been wonderful to meet like-minded, passionate people that will hopefully be friends and colleagues for life.

Emily Craig

Aspiring Executive Development Programme

NHS GRADUATE MANAGEMENT TRAINING SCHEME

GMTS March 2020 Trainee – General ManagementI’m Rebecca, a March 2020 General Management Trainee with the NHS Graduate Management Training Scheme (GMTS).

My background is clinical work within the NHS where I was a Senior Psychological Wellbeing Practitioner for a primary care psychology IAPT service. I loved my work here both directly working with patients and also supporting staff, and from here I realised I wanted to develop as a leader. I felt that I could help more people by working as a manager to develop strategy and services and so applied for the GMTS, where I could continue working in the NHS to improve patient experience but also have the support and education to grow and develop my own leadership and management skills.

My first placement is with Swindon Community Health Services. Quite quickly after starting we entered the coronavirus pandemic, which meant for a lot of trainees the plans for our first placements took a slight detour. During the ‘first wave’ I assisted with implementing the national COVID-19 guidance, which included identifying which services to stop and continue, the risks associated with this and how we could best try to mitigate these. I was then later involved with the restarts for our services, working with service leads on what they needed to safely open their services back up and writing proposals for the trusts restart and recovery board.

The pandemic was a challenging time to join the scheme but a great opportunity to learn from current NHS leaders about how to respond to such a rapidly moving and novel situation. As a cohort of trainees in the South West we regularly meet virtually to support each other and share our experiences, it’s really valuable to connect with peers in the same position and hear about their experiences in and out of work. It was a strange time with support from friends and family turning virtual too, with weekly quizzes and online monopoly tournaments - with a second lockdown just announced I’m already receiving invites for ‘wave two’ of the weekly family quiz!

Rebecca Weston

ASPIRING EXECUTIVE DEVELOPMENT PROGRAMME

continued

The Aspiring Executive Development programme offers innovative and interactive development for new and aspiring directors. This programme will provide exposure to system thinking and behaviour as well as deep personal development.

The participants are most likely to be working in a single organisation, however the requirement for future leaders is to be able to work in a collaborative and systematic way which puts communities and people first and above organisational boundaries.

The programme focuses on two main areas:

Thinking – about organisations and not only functions; about a matrix and not a hierarchy; about reasons for their success, not why they can’t do it – and about systems – and what they might have to do to develop a better view of the shape of their own system.

Transitions – people typically don’t spend enough time really considering the different ‘shape’ of a new role or job. It will be a different shape and size to their current role – sometimes very different. What does this mean for them? How will they be? How can they grow into that role? What if the role seems too big?

Aims and objectives:

• To develop a peer network of those at similar (though not necessarily the same) career transition points

• To create an opportunity for leaders to pause and reflect on what they have learned to date – and what this means for their future

• To explore a range of inputs, provocations and questions relating to leadership and personal development

• To support participants to maintain and grow their ‘line of sight’ through to health and care services in complex systems

Target audience:

Those about to move into their first director role in the NHS/broader care system – or have been in their first director role for 12 months or less.

ASPIRING EXECUTIVE DEVELOPMENT PROGRAMME

Dates and times:• One to One scoping call – taking place week commencing 11th and 18th January 2021

• Launch Day –Thursday 11th February 2021 (1000-1530)

• Session 1 – Monday 22th March 2021 (1000-1300)

• One to One Calls – taking place week commencing 19th and 27th April 2021

• Session 2 – Thursday 6th May 2021 (1000-1300)

• Session 3 – Wednesday 9th June (1000-1300)

• Session 4 – Tuesday 6th July (1000-1300)

• One to One Calls – taking place in weeks of 12 and 19 July 2021

Please note, the one to one scoping calls will be arranged between you and one of the facilitation team and will last approximately 45 minutes.

Facilitators:

Application process:To apply for a place, please follow the link below, fully complete the online application form and submit by 5pm, Friday 11th December.

Once the shortlisting has been completed we will be in touch to confirm the outcome of your application.

Click here to apply for a place on this programme: https://healtheducationyh.onlinesurveys.ac.uk/aedjan2021

Simon Bird has been a development professional, coach, consultant and facilitator for over 15 years. He has an interest in innovative development approaches, as well as ongoing design and implementation of sustainable and pragmatic solutions. He works across the Organisation Development disciplines –which includes culture, change, leadership development, systemic team coaching and one to one coaching. He works with a wide range of clients in the public, private and not for profit sectors. Simon has worked at chief executive level, with executive teams, operational and frontline teams to support them in building capability, bring about improvements and develop ways of working. He has worked extensively with people from all levels and many professions –and on a one to one basis, through to organisation wide development interventions.

Karen Lynas is an established and respected senior leader in leadership development. She is accustomed to working at a national level and playing a key role in the development and delivery of current and future leadership initiatives. In her roles as Managing Director of the NHS Leadership Academy and Director of Leadership at the King’s Fund she has established a deserved reputation and track record for success and is regarded as an authoritative source on leadership. Since leaving the NHS Karen has developed a portfolio of clients across industry including the banking sector, automotive and retail and central and local government. She runs a number of senior leadership programmes, with C-Suite leaders across the private and public sector.

Her NHS work includes working with senior system leaders across an ICS accelerator site and with an ICP, supporting the Board and executive team

TYPECOACH

Healthcare Leadership Model App

Jo Watson, Deputy Director Medicines Optimisation, NHS Devon CCG. 10th Nov 2020

My first experience of Myers-Briggs was nearly 20 years ago as part of a Regional NHS Leadership course. I found the insight from that invaluable in better understanding me, my impact on others, their impact on me which in turn helped me to be more effective and resilient in my role; a key focus of which was influencing others. Following that I managed to secure funding for some facilitated Myers Briggs sessions with my team in Plymouth PCT and found it transformational in improving our effectiveness both within the team and in our interactions with others. It was particularly useful in enabling us to identify and play to individuals’ strengths, better understand different preferences and instead of those differences creating conflict move to a place of valuing diversity within the team.

A couple of years ago when NHS Leadership South West promoted the opportunity to participate in TypeCoach training I jumped at the chance. Unlike Myers Briggs which involved answering a whole series of questions to identify your personality type, TypeCoach is an online tutorial to coach individuals to identify their type, followed by a 1:1 or group workshop to explore in more depth with a facilitator. Completing that course has enabled me to spread the opportunity to the entire Medicines Optimisation team in NHS Devon CCG keeping it live through team development sessions and 1:1 reflective practice.

The benefits reported back from the team include improved team working as a result of better insight of self and others, better understanding of how to adapt to improve interaction with others. This includes being more empathetic rather than critical of different behaviours and challenges associated with different personality types. I think there was some realisation that others weren’t intentionally behaving in a way just to wind them up!!

I’ve also facilitated TypeCoach workshops for other new teams in the CCG getting to know and understand each other but also established teams keen to improve their effectiveness. I think it’s been particularly insightful when there’s realisation of a minority or majority of different temperaments within a team and the change in individuals’ perspectives in response to understanding that.

TypeCoach has also been helpful during the pandemic; workshops can be delivered virtually and an understanding of the different impacts of stress on personality types has been beneficial in self-care and supporting others through this challenging time. I appreciate the benefits TypeCoach has provided for our team and I would encourage you to take up the opportunity too.

Click here to express an interest: https://www.southwestleadership.nhs.uk/typecoach/

HEALTHCARE LEADERSHIP MODEL APPNew resource now available for testing

Coaching and Mentoring

I’m so pleased to share that we are developing a new, free to access digital resource that will be available for anyone interested in exploring leadership behaviours – regardless of your seniority, experience or professional background. The new Healthcare Leadership Model App is currently in the beta phase of development, which means now is a great opportunity to help us test it out and let us know what you think.

The new ‘app’ allows you to record observations about the leadership behaviours that you see around you, helping you explore those behaviours using the dimensions of the Healthcare Leadership Model. You can add in your own reflections, save and revisit your entries, and set goals and reminders. The app can also be used for recording and reflecting on your own leadership behaviours.

One of the features of the new app also allows you to download your reflections as a PDF to help contribute to programme assignments, development portfolios, or to aid development conversations such as appraisals, talent management conversations and coaching sessions.

We’ve already had great feedback from colleagues in undergraduate and postgraduate clinical education who are planning to include the App as a resource for their students to use, and it will also be highlighted for participants in national NHS Leadership Academy programmes such as Mary Seacole and Rosalind Franklin. We’d love to hear from others about how they can use the App not only for themselves but also in their wider work.

We’re excited to see how it can also complement the existing Healthcare Leadership Model self assessment tool and 360 degree feedback tool, to help colleagues build on the learning these questionnaires can bring. For example, the App can help you to focus more specifically on the Model dimensions that have been highlighted as development areas in a 360 report whilst going about your day to day. Similarly, if you’re using the App and are curious to know more broadly how you’re doing in your leadership, then you could use the other tools to help you gather further evidence to contribute to your development and learning.

The Healthcare Leadership Model App is open access, web-based and, although accessible from your desktop, has been optimized for mobile devices. For more information on how to access the App, as well as how you can take part in upcoming feedback opportunities on your experiences with it, visit www.leadershipacademy.nhs.uk/leadershipmodelapp. I hope you’ll give it a try and let us know what you think!

Tracy Lonetto

Healthcare Leadership Model Programme Design and Practice Manager

NHS Leadership Academy

Click here to find out more: https://www.leadershipacademy.nhs.uk/resources/healthcare-leadership-model/

COACHING AND MENTORING

Wellbeing Podcasts

Dr Julie Haddock-MillarAssociate Professor of HRMLinkedIn: uk.linkedin.com/in/JHaddockMillar

Mentoring and coaching: supporting change and transitionMentoring and coaching are adopted in many, if not all sectors and contexts, primarily to support and facilitate the learning and development of individuals, groups and teams. The NHS South West Leadership Academy offers the opportunity to access both mentoring and coaching across the region, to support those that wish to learn, develop and grow. As a mentor / coach joining the register you will also have regular access to CPD and Supervision that will support you in your on-going practice.

In this article, I explore the purpose and benefits of mentoring and coaching, including the role of the client, mentor and coach. It is hoped that those of you already engaged in mentoring and coaching continue to support and those of you that may be thinking about joining the NHS South West Leadership Academy mentoring and coaching register, may take the first step in finding out more.

What is mentoring and coaching?Mentoring and coaching tend to be often interchanged; both come from a long history of helping people to learn. Today, there is an abundance of definitions and approaches to mentoring and coaching.

The Coaching Register can be found here: coaching.southwestleadership.nhs.uk

The Mentoring Register can be found here: mentoring.southwestleadership.nhs.uk

Click here to read more: www.southwestleadership.nhs.uk/coachingmentoring/

WELLBEING PODCASTS

Upcoming Events

The impact of Covid-19 continues to disrupt and interrupt our everyday lives in many ways, and we are all experiencing a level of change that is both unprecedented in speed and in global reach. The impact of this has been felt more acutely and keenly by those working for at the front-line of patient care or deployed to support the Covid-19 response or working hard to maintain a service in extremely challenging circumstances.

Through a series of three podcasts, we aim to provide some thoughts, ideas and strategies to help you make sense of your experience over recent months and move through the next phase of response.

Please take a moment to listen to the podcast series below:

UPCOMING EVENTS

To book your place on any of the events above please take a look at our dates for your diary page and follow the ‘book now’ links.

www.southwestleadership.nhs.uk/dates

All our regional events are managed by the South West Leadership Academy, we attempt to base events centrally to the region, however this isn’t always possible taking into account our geography. All events are managed on a first-come, first-served basis unless stated otherwise. Please note cancellation fees may apply for non-attendance, please check booking terms and conditions upon registration.

WHY NOT JOIN US AT OUR NEXT EVENT?

OR GET IN TOUCH FOR MORE INFORMATION BY CONTACTING

leadership.SW@leadershipacademy.nhs.uk

Supporting Growth Through AdversityBoundaries, Stress and ethical practice |1 December | MS Teams

Virtual Coaching SupervisionSession 2 | 7 December | Teams

Authentic Leader C3 - Themed Coaching Circle 1 | 10 December | MS Teams

Supporting Growth Through Adversity Tools, Tips Approaches | 14 December | MS Teams

Leadership Pride Sabrina Cohen-Hatton | 3 December | MS Teams

ILM 7 CEO Module 3 | 8 December | Zoom

ILM 5 BAME Prof Practice & Tutorial | 14 December | MS Teams

JOIN THE CONVERSATION!If you would like to see anything in the next edition of our Newsletter, or have anything to contribute, please get in touch at:

leadership.SW@leadershipacademy.nhs.uk

www.southwestleadership.nhs.uk

NHS South West Leadership Academy South West House, Blackbrook Park Avenue Taunton, Somerset TA12 2PX

leadership.SW@leadershipacademy.nhs.uk

@NHS_SWLA Follow us on twitter and join in the conversation

@NHS_SWLA Follow us on twitter and join in the conversation

COMING SOON.....

Virtual Masterclasses