Our aim is to support you to deliver the best leadership you can in the moment, and to take care of yourself whilst doing so.

The leadership we demonstrate now has never been more important. These continue to be enormously challenging times for us all at CUH. Findings from the CUH Reflects survey highlighted the vital role of those in leadership positions, whether we are managing whole services, teams or resources. We see an overriding need for flexible, agile and compassionate leadership to support the organisation and maximise staff engagement through these ambiguous, complex and uncertain circumstances.

Resources on this page

While face to face training and facilitation are paused and we are unable to deliver our regular offer, we have curated the resources on these pages to support and signpost you to content we believe will help you meet your leadership challenges. The content is from credible and trusted sources including organisations we regularly work with such as NHS Employers, NHS Our People, The King’s Fund and the Judge Business School.

Resources on DOT

As we work towards launching interactive workshops and programmes online, you will also find an increasing range of leadership resources on DOT. We have created a new series of short guides to provide immediate support in the absence of face to face workshops. Find them by searching the DOT Learning Directory . They include:

  • New Manager’s Orientation
  • Leading during the pandemic
  • Managing Remote Teams
  • Coaching Techniques for Empowering Conversations
  • Maintaining Team Resilience

If there is a topic you think would be useful for us to cover here or on DOT or you would like to talk to us about bespoke support please contact us via the Leadership & OD email; leader@addenbrookes.nhs.uk

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Resources and current thinking to support leading through Covid-19 

  1. Six things you can do right now as a leader
    Research shows that effective teams routinely make time to discuss and reflect on what’s working well, what’s most challenging and any difficult decisions made. This helps create space for team members to develop meaningful narratives of their experiences. One of the roles of a team leader is to facilitate this process and when this works well, psychological difficulties such as moral injuries are significantly reduced.

    1. Support and encourage staff in taking annual leave to recover and reconnect with their family and friends
    2. Continue to make time to listen to staff and consider how you can help teams develop meaningful narratives of their experiences (huddles, reflective practice groups, 10 min end of shift check ins)
    3. Keep checking with teams regarding how safe they feel in relation to infection control, or other concerns
    4. Take two minutes to read this article from the Kings Fund on ‘Being Alongside’ your staff: Why conversations matter
    5. Sign up for our Development Opportunities Newsletter
    6. Check out the new resources on DOT
  1. Enabling and supporting staff to work from home
    A 3 minute read from NHS Employers providing practical tips on setting up remote working including guidance on the importance of ensuring staff well being at home. Enabling-and-supporting-staff-to-work-from-home 
  1. Our NHS People together with the Centre for Army Leadership at Sandhurst has developed a suite of resources including 10 evidence-based behaviours for leading compassionately and inclusively during the pandemic. Each behaviour has an accompanying short guide also now available via DOT. https://people.nhs.uk/support-for-leaders/
  1. The King’s Fund – Supporting Leaders through the COVID 19 Outbreak. Items 4-15
    The King’s Fund is publishing short, accessible and practical material including articles and videos to support the leadership community in the health and care sector, and is updating and adding to these regularly. Many of these articles and videos take only 3-4 mins to read or watch. For a 2 minute introduction to the evolving King’s Fund resources on the COVID-19 outbreak follow the link Supporting Leaders through COVID-19 – an introduction
  1. Four Top Tips for Leaders – learning from the experiences of COVID-19 Shares the latest thinking and practical advice on how leaders can enable the development of a learning culture. 4 min read. How to do learning in practice?
  1. Space to Think A short article reminding us of the power of reflection and of having conversations employing humble enquiry with a list of suggested questions to ask ourselves and others space-think-coaching-covid19
  1. Creating Space for Conversations. When people are stressed and anxious, creating a shared, safe space to keep thinking and to maintain and develop relationships with colleagues is important. Here are some pointers to help structure the conversation. Creating space for conversations 
  1. Leading teams A brief introduction to ‘leading on the fly’ to work together to solve urgent and complex challenges – with signposting to further resources – Teaming – working alongside others in challenging circumstances 
  1. Compassionate Leadership – an article from Professor Michael West and Suzie Bailey COVID-19 – Why Compassionate Leadership Matters in a Crisis
  1. Leading effective virtual meetings – a 4 minute read of top tips: Leading virtual meetings
  1. Making decisions in difficult circumstance – a 3 min video from a Chief Fire Officer making-decisions-difficult-circumstances
  1. Managing your energy levels – a quick read managing-your-energy 
  1. Managing anxiety about loss – 3 min read that reminds us that we’ve ‘lost’ all kinds of things as a result of the pandemic – routine, time together, workspaces etc and again promotes compassionate listening and care of self and others – Managing-anxiety-about-loss
  1. Navigating your Emotions. Shares some of the most common emotions people have been grappling with and considers how acknowledging these feelings can help people regain strength and focus. Acknowledging feelings in a crisis
  1. Is Heroic Leadership the order of the day? Five short points to bear in mind to address the burden of unrealistic expectations. Do you have to be a hero?
  1. Moving from a Blame Culture to a Just Culture – Seven Key Elements As highlighted by NHS England with the NHS People Plan, healthcare organisations that prioritise workforce wellbeing will be better placed to put lessons learnt from the coronavirus pandemic into practice. Care for the caregivers 
  1. Managing mental health challenges faced by healthcare workers during covid-19 pandemic. A BMJ article setting out measures that healthcare managers need to put in place to protect the mental health of healthcare staff having to make morally challenging decisions BMJ Protecting Staff from Moral Injury
  1. The British Psychological Society have produced a comprehensive article on the psychological needs of healthcare staff as a result of the Coronavirus pandemic – Protecting the Psychological needs of Healthcare Staff
  1. How stress affects different personality types – a longer read based on Myers Briggs Type theory, explaining how stress can manifest differently in different people and what might help to regain equilibrium Stress and Personality an MBTI approach 
  1. The Institute for Leadership & Management (ILM) have introduced free 30 min ‘learn at lunch’ webinars on the overall topic of ‘Inspiring great leadership’. They are looking at a different issue each week. See availability and range of topics here https://www.institutelm.com/whats-on/event-listing.html (NB this link may not work via BYOD, you may need to copy and paste into a separate browser.)
  1. The NHS also has a series of short (10-20 min) guides on a range of current topics to help you manage your own health and wellbeing, while looking after others https://people.nhs.uk/
  1. The Judge Business School offers longer articles and interviews covering a wide range of international insight and opinion on the pandemic from a business perspective JBS covid19-insight and opinion