Personal qualities Flashcards
What are your weaknesses?
- Generally uncomfortable with and avoid conflict
- Leads to generally good relations
- can struggle with delivering negative feedback.
- Work this year has helped to reframe negative feedback into ‘facilitating insight’. - Kahler’s drivers analysis (hurry up and be perfect) and Myers Briggs assessments. Reluctance to delegate may incur delays as I want it to be perfect. A strong feeling that the work I submit reflects me. Being the delegated QI and audit lead has helped, as has stepping out of my comfort zone and it not going horribly e.g. FICM lead presentation.
- Imposter syndrome - common but true. Importance is to balance this as a motivating factor with avoidance of chronic stress and dysfunctional working/presenteeism.
What is your USP?
- Strong background and engagement in QI and audit generally and have developed a specific interest in QI and research in ICU rehabilitation and improving process and outcomes via patient-reported outcomes. I believe the attributes and actions required in this role are strongly in-line with the trust’s core values.
- Excellent work ethic with a strong focus on team working and interpersonal skills.
What motivates you?
- A challenge - example is initiation of electronic referrals to ICU. Keen to establish ACCPs at Whiston ICU.
- Teamwork and excellence - more motivated by being part of an excellent team than personal achievement. Team achievement feels more robust and sustainable. Luckily this is a common occurrence on ICU at Whiston.
- Fear of failure. Falling below others expectations of me. Kohler’s drivers suggest strong motivators fro me are ‘be perfect’ and ‘please others’.
- Excellence around me is a positive motivator to maintain professional and clinical standards.
- Whiston ICU is a positive environment to do this with its current and hopefully future personnel.
Give an example where you have had a conflict with a colleague?
Tess - doesn’t matter acutely how I am spoken to, patient safety and the right decision for the patient is the most important thing. As trainee was similar grade to me I didn’t think it appropriate to approach their ES. Reported the incident back to my ES to take further as the issues appeared to be unprofessional communication from and individual and hostile culture within a team during a night shift. Circumstances of changeover??
Julie - explain how as I was junior I was removed from the situation but went back and diffused the situation at a later date and we now have an excellent working relationship.
Contrast with Tess as I was the most senior present so couldn’t leave to a colleague. My focus was to protect junior colleagues from that sort of behaviour.
Give an example where you have demonstrated teamwork?
STARR
1) Variceal GI bleed. Demonstrated followership, leadership.
2) Upper GI bleed following oesophagectomy. Complimented for my ability to contribute to acute stabilisation but recognised need for organisation of juniors for blood requesting and checking.
Give an example where you have demonstrated good communication?
STARR
Post Whipple’s pancreatic cancer with respiratory failure. Exploring patient ideas, expectations and making a patient centred plan for care on ICU.
Really helped us to deliver personalised care. Complimented for this in MDT and M&M meetings.
Give an example of a teaching session you have delivered?
STARR
S - FICM leads conference presentation
T - ICM the future
A - My background (personal), survey (translatable), in line with GPICS (regulatory, governance).
R - Well received, generated questions and surprise at ongoing negative attitudes to single ICM.
R - liaised with local specialist ICUs about recruitment of single ICMs and job plans.
Give an example where you have demonstrated leadership?
STARR
- Whipple’s patient with respiratory failure. Pre-planning ICU care.
- Patient centred and collaborative.
- Clearly communicated in case notes and at MDT.
- Clearly communicated with family.
- Led to agreed patient centred care.
- complimented by MDT and consultant body.
Give an example where you have demonstrated followership?
STARR
- Variceal GI Bleed on ICU. Led by Dr Welhengama who liaised with family, gastro team and tertiary team at RLUH and IR team. I was able to supervise the clinical care of the patient at Dr Welhengama’s delegation to supervise junior colleagues intubation and line insertion. Performing insertion of Sengstaken tube to try to control bleeding. These practical skills and followership role allowed Dr Welhengama to action the above tasks.
What is more important a leader or a manager?
Both required for delivery of change and improvement. Leaders help set vision, goals, ethos and inspiration. Can unify a team.
Managers are able to put in place the practical day to step steps to achieve those goals and organise a team.
How do leaders and managers differ?
People often demonstrate some aspects of both skills. It is important to acknowledge the contribution of both.
- Leaders are able to identify a problem what needs to be done and to inspire those towards the same common goal.
- Managers know what to do to get there and are able to organise those in the team to practically achieve this.
Describe your teaching experience.
1) Teaching in the clinical area has been and continues to be a hugely attractive aspect of practicing in critical care.
2) Ward round and regular departmental tutorial based teaching.
3) Postgrad examination faculty (Manchester course and MASTER course)
4) Practical bedside and skills lab teaching
5) Simulation teaching (COVID probing)
6) Educational supervision to 5th yrs and completed ES course.
7) Completed GIC for ALS and soon to complete IC component.
