While face to face training and facilitation are paused, we have curated the resources here to support and signpost you to content we believe will help you meet your leadership challenges. The content is from credible and trusted sources such as NHS Employers, NHS Our People, and The King’s Fund 

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 DOT

You will find an increasing range of leadership resources on DOT. We have created a 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
  • Coaching Techniques for Empowering Conversations
  • Facilitating Meetings, including Virtual Meetings
  • Leading during the Pandemic
  • Leading others during Change
  • Maintaining Team Resilience
  • Managing Remote Teams

If there is a topic you would like to see covered 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

Four 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. 

  • Support and encourage staff in taking annual leave to recover and reconnect with their family and friends
  • 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 minute end of shift check ins)
  • Keep checking with teams regarding how safe they feel in relation to infection control, or other concerns
  • Take two minutes to read this article from the Kings Fund on ‘Being Alongside’ your staff: Why conversations matter

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 starting with looking after yourself. Each behaviour has an accompanying short guide also now available via DOT. https://people.nhs.uk/support-for-leaders/. There is also series of short (10-20 minute) guides on a range of current topics to help you manage your own health and wellbeing, while looking after others https://people.nhs.uk/ 

Managing mental health challenges faces 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

The British Psychological Society have produced 

The King’s Fund – Supporting Leaders through the covid-19 outbreak. [Items 6-11]. 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 minutes 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

Learning in practice – learning from experiences of covid-19. Shares the latest thinking and practical advice on how leaders can enable the development of a learning culture (4 minute read) How to do learning in practice?

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

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

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

Compassionate Leadership – an article from Professor Michael West and Suzie Bailey COVID-19 – Why Compassionate Leadership Matters in a Crisis

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

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

Supporting staff to return to the workplace – As we continue living and working through the pandemic, staff are moving in and out of the workplace repeatedly. This guidance from NHS Employers outlines the organisational considerations when planning for staff to return, tips for managers and signposting to the latest government guidance and other useful resources. Supporting staff to return to the workplace