FMLM launch the ‘Essential skills’ courses – a new series of personal and career development courses.

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I’m delighted to have been asked to run two more taster sessions for the FMLM.

Our sessions in June on Leadership & MBTI and Conflict Management were really successful so it’s great to run a couple more. See below for some of the feedback.

1. What makes you tick as a leader? Understand your values and beliefs.

Tuesday, 18 August 2015, 09:30 – Imperial College London. Click Here to book on the course.
In this workshop we will help you to understand your core values, how these relate to leadership and how they are demonstrated in the healthcare setting. This is an important part of developing your professional practise.

2. Boost your mentoring skills.

Tuesday, 18 August 2015, 13:30 – Imperial College London. Click here to book on the course.

Doctors at all stages in their career are increasingly being asked to deploy mentoring skills, whether formally or informally. You may have received training for this, or just picked it up along the way. However experienced you are at mentoring, it is critical to stay fresh and keep developing your skills.

Both courses carry 3 CPD points.

Feedback from previous attendees on the MBTI and Managing Conflict courses:

“It is important to understand myself before I can hope to understand and inspire others. This course gave me a bit better understanding of some elements of ‘self’ and left me wanting to understand more.”

“Really helpful to do questionnaire and immediately receive your own feedback about your indiivdiual style. Helped by the entertaining experimental games to understand the styles.”

“As a junior doctor about to begin my training in Anaesthetics it is important to know at this stage what my leadership style is and how I can improve it further to enable me to be a good leader as I increase in seniority.”

“The course allowed us to explore real scenarios and gave options to create real solutions. An all inclusive course where everyones contribution was valued.”

“Thank you for the excellent teaching and useful workshop.”

 

If you are interested in finding out more about these courses, call me on 0754 0593476 or email me at alexishutson@yahoo.com

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Last month, myself and Louise Kiteley of Coaching Innovations ran a one-day interactive and practical session called Take Time Out – building resilience, managing change and working differently.

This well attended session saw GPs, Practice Managers and Senior Nurses come along to take stock of their skills, approaches and look at new ways of problem solving and dealing with the relentless pressures in primary care.
 
The following interview with Dr Chris Hewitt (Leicester, Leicestershire & Rutland Local Medical Committee) explores what we learnt, and observed, during the day. 

Q: What did we cover during the day that you think was particularly powerful for people?

Seeing GPs, Practice Managers and Practice Nurses having the headspace to think, to share experiences and ideas with colleagues with similar roles, challenges and environments, was enormously energising and uplifting. From the feedback it is clear that this experience was shared by course participants. I found it particularly powerful to gain more insight and to learn more about how my personal preferences around how I learn and communicate (and the preferences of those around me) influences how we all cope and look out for ourselves and each other.

Q: What do you think people particularly struggle with regarding ‘resilience’?

The i-resilience model was interesting – the need for a balance of confidence, social support, purposefulness and adaptability in order to endure and thrive, although on first inspection was clearly common sense, deeper review provided a clear framework for where as an individual we might be neglecting an area that could make us more vulnerable. Social support is particularly neglected. People put on a brave face or bottle things up, and we are wary of asking colleagues or networks for support to help deal with challenges and adverse situations.

Q: What is it about ‘change’ that can cause a lot of difficulty?

William Bridges transition model highlighted that the physical changes we overcome, do require a catching up of psychological buy in, with acceptance and change to pre-existing familiarity and habits which is required to go through the ’neutral zone’ of transition.  What was particularly interesting is that accepting and adapting to change – new premises or patient access systems – then requires people to ‘transition’ in their behaviours, working patterns and psychological acceptance, all of which occurs at different rates in different individuals.

The session was financially supported by the Leicester, Leicestershire and Rutland Local Medical Committee and the Central Nottinghamshire Clinical Service.

Attendees said:
  • “Enjoyable, constructive.  Having the headspace and tools to think laterally around work issues, impactful.”
  • “Opportunity to work with different folk/groups, really helpful.”
  • “Great course – well-presented and facilitated.”

If you are interested in attending or hosting a course like this, call me on 0754 0593476 or email me at alexishutson@yahoo.com

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Building resilience, managing change and working differently.

Screen Shot 2015-03-03 at 15.48.24This is a one-day interactive and practical session that is being supported by the Leicester, Leicestershire and Rutland Local Medical Committee and the Central Notts Clinical Service.

Session on: 23rd April 2015 – 9.30 to 4.30pm

Aimed at: GPs with a leadership role, Practice Managers and Senior Nurses

During the day you will consider:

  • How you can improve and manage the impact of change and work pressures on you and others.
  • How language supports the motivation of yourself and others.
  • A current workplace issue and how to deal with it effectively.
  • Take away ideas to keep you going

Venue: St Johns Community Centre, Packhorse Drive, Enderby, Leicestershire, LE19 2RP

Facilitators: Louise Kiteley of Coaching Innovations and Alexis Hutson of Coaching Doctors.

To Book: Contact Susan Shaw at LLR LMC – susan.shaw@llrlmc.co.uk and 0116 243 0933.

Download the flyer Resilience day flyer FINAL

The idea of coaching for Doctors can seem a bit strange. They are highly educated and well trained over many years; surely they are finished with learning? The trouble is, at some point in a medics’ career (often when first joining a GP practice as a partner or getting that first consultant post in a hospital) they might begin to realise that their professional performance goes way beyond being a great clinician.

During UK speciality training Doctors do have the chance to learn and develop their non-clinical skills in team-working, communication and leading others for example. But evolving skills and learning from experience whilst on the job as a senior clinician is different. Cast off from training programmes I think sometimes Doctors can feel adrift when the realities of leadership styles, group dynamics and internal politics start to play a bigger role in their working life.

What I seem to be working with currently with Doctors is supporting them to develop personal style, qualities, attributes and skills as a leader and manager once past CCT. It works, and adds value, as  one of my medics said to me last week –

 I was a bit cynical at first thinking, what could she teach me? I now realise it is a lot.

GP East Midlands

I often have Doctors say “It’s nice to talk about myself”. I see that as a healthy and productive use of time.

What can be really difficult about this though, is not the desire, but making the time.

Making time for coaching can seem like a huge and daunting commitment. It can also feel self- indulgent and a bit of a luxury which can be challenging for people that have been trained and educated to put others first.

What I see happening when working with Doctors is the realisation that by investing in yourself, you can reinvest back into the healthcare environment. Rather than being a victim of the system, swept along by the current and overwhelming volume of work, people can become more a-tunned to how they can cope with improved resilience and a greater sense of control.

The quote below struck me when I read it recently. All the Doctors I coach have goals and aspirations associated with the non-clinical parts of their work. They typically want to focus on task/time management, leading a new project, developing their skills with colleagues/group dynamics and improving their personal performance. Talking with friends, colleagues and family members can help. But only with a skilled coach can you really focus your thinking, outcomes and plan a course of action.

Studies comparing superb leaders with mediocre ones have found that the competences that distinguish the best from the worst in human services have little or nothing to do with medical knowledge or technical skill, and everything to do with social and emotional intelligence. Of course medical knowledge matters for health care leaders – but it’s a given, a threshold competence that every health professional must have. What distinguishes leaders in medicine gets far beyond that knowledge, into interpersonal skills like empathy, conflict resolution and people development.”

Daniel Goleman – Social Intelligence, 2007.

Call me on 0754 0593476

Email me on alexishutson@yahoo.com

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