Surviving change24th June 2009
Amid the change in the NHS, Pete Mason, director and senior consultant at Lloydmasters, offers suggestions on how managers can survive this change.
Changes in the NHS are not just limited to structures and hierarchies. Lines of accountability are becoming more clearly defined in general and the entire landscape around the NHS is transforming.
It is an unprecedented change, taking in greater demanded for “transparency, clarity and better communication with stakeholders.”
But for middle managers and senior leaders in the NHS, this could be a frustrating time as their voices get lost in the clamour with less time for internal debate.
This is the last thing the NHS needs.
However, if these leaders do want to “lead and be listened to” they need more than a “fight or flight” response.
They need to look for a mentoring programme – which will provide them with a sounding board for their ideas - and hold regular team discussions on what they are doing and why, which will have the benefit of finding a receptive audience to their ideas.
A collaborative approach will also demonstrate they can listen to others too.
Crucially, this needs to be an ongoing process as the environment transforms. It ensures that as change occurs, the opportunity to “forge new ideas” does not.
Leaders within the NHS do want to see better services provided and they have good ideas on how to make this happen.
The key to ensuring they influence this is to make sure their voices are heard.
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