Tony Carlin, who will be a familiar face to many of our clients is our Head of Training at HLTH Group. As he has travelled the length and breadth of the country delivering training workshops, he has utilised his time to document a five-day mini series ‘Tony Carlin’s Compliance Diary’ which we feel compelled to share, as his knowledge and insight is beneficial to our wider client network.
𝗗𝗮𝘆 𝗢𝗻𝗲 of a five day run of workshops across the country this week, so I’m focusing on five themes affecting the wider Health and Social Care sector.
Today, as I’m working with an NHS Trust, I’m looking at an issue that’s widespread across our NHS organisations and one I’ve found deeply imbedded in Social Care organisations one worked with too – 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘤𝘶𝘭𝘵𝘶𝘳𝘦.
The NHS published their strategy report, Being Fair 2, in March this year and it’s a positive yet frightening read. We’ve seen increasing numbers of headline cases in the NHS, where leadership has been described as toxic, where bullying is deemed rampant, and where staff feel that they can’t raise concerns for fear of retribution. Birmingham, Brighton and others have made national headlines, but this is the tip of the iceberg.
The NHS trust I’m working with today has recognised the importance and impact that Duty of Candour has across all aspects of the organisation and has taken great strides to map how the Single Assessment Framework can really help promote, support, and evidence how their teams are taking this forward.
Good leadership comes from a place of confidence, communication, empathy, support and a desire to bring your team with you. In too many cases, organisations have a culture of management, not leadership, and process driven targets, not person-centered outcome targets. Our sector is at a crossroads due to many external pressures, and only strong positive leadership can help get us to where we need to be.
Supporting this NHS Trust over five workshops over the last couple of months has really given me hope for the sector, seeing their commitment to positive change, strong leadership and person-centered care, as well as their willingness to work and adapt to achieve this.