Much has been said and written in recent weeks about the need for a more engaging style of leadership within our healthcare system. Indeed, the latest King's Fund report makes a compelling argument for a shift from traditional 'heroic' leadership towards a more collaborative approach.
Malcolm Grant, chair of the NHS commissioning board, backs this view, asserting that now is the time to break with old habits and introduce a new style of engaging leadership, giving managers and clinicians the space and opportunity to innovate and excel. But the key question is: just how can this be achieved in the current landscape of sweeping NHS reform and cutbacks?
While there is no denying that managers are far more likely to deliver a better quality of patient care and successfully meet financial targets and complex operational challenges through engagement with populations, patients, carers and staff, managers need the tools of the trade in order to achieve this and work effectively across boundaries and services.
Just as you wouldn't expect a mechanic to fix your car without giving them the necessary equipment, it is vital managers have access to the training and development they need to embrace this new spirit of engagement and deliver better outcomes for all.
Our latest member research has found that over three quarters (78%) of managers believe that patient care is at risk due to a lack of proper staff training and development. This training gap has resulted, according to 87% of those surveyed, in low team morale, a lack of confidence in staff and a slipping of standards which, could ultimately, put patients' lives on the line.
Despite the best intentions of the Department of Health, the NHS Leadership Academy and think tanks such as the King's Fund, almost a quarter (24%) of managers feel they don't have access to the support they need to develop their leadership and management skills.
The fact there is no mandatory appraisal system means that access to crucial development and support is somewhat 'pot luck' and determined by the importance placed on training and development by particular department heads or line managers. Even the most people-focused managers are finding they just don't have the necessary financial resources to deliver vital training and support.
One IHM member told us they have worked across three NHS Trusts in 14 years and haven't actually had a 'real' appraisal in the last 10 years. This simply isn't good enough.
But why has training become so scarce? Historically, training and development has always been one of the first casualties of cost-cutting drives. Protecting the bottom line is a perennial issue, but at what price to NHS managers and the development of their leadership skills?
There are no two ways about it – these are trying times for NHS managers. Leaders are engaged in a complex series of relationships that need cultivation and nurturing. especially as they grapple with the enormity of the challenge of dealing with cuts to the administrative budget. Not all relationships are harmonious or 'comfortable' – many are 'edgy' and challenging. Today's managers must step out of their comfort zone, grasp the nettle and lead from the front.
In order to enter into this brave new world of engagement leadership, training and development is essential. A strong commitment to education needs to be at the heart of the NHS.
Sue Hodgetts is chief executive of the IHM. The organisation is committed to providing managers with continuous professional development to ensure the highest quality of leadership and the best level of care for patients. Guardian Professional.
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