Questions Flashcards
Introduce yourself / Say something about yourself
- what sets you apart?
- mention skills, key words (job description)
- what you want to deliver, hope to achieve, difference you will make
- familiarity with trust values
- can use “I believe”
…over the years
* attended training and development courses
* completed leadership
* observed carefully managers I have worked with to learn how to lead
* working towards becoming a leader/manager
** hardworking, focused, disciplined, excellent work ethic, led by example
Why are applying for this job?
Why should we hire you?
- I believe I already have what it takes to be a good leader and manager
- I know I can lead, and I can lead well.
- I have a clear vision of what I can do to help the department achieve its objectives and contribute to the Trust’s overall strategic objectives.
- I can help develop the team to achieve their full potential
Underperforming Staff
- tackle straightaway - give message to team members that you are confident and you expect high standards to be maintained
- if ignored, can escalate - sets a bad example for the rest of the team
- speak in private - establich cause, find out exact problem (? personal, ? lack of support/training)
- set a PLAN OF ACTION in place
- provide suppport miving forward
Managing / Dealing with Conflict
Be clear from the beginning that bad/poor behaviour is unacceptable - set a high standard
* tackle conflict befiore it escalates
* seat dowwn with team and set out expectations
If conflict is present:
* let them know you are aware, encourage as responsible adults to resolve it themselves
* monitor situation moving forward
If not resolved:
* step in, facilitate resolution
* sit down, establish root cause (from both parties)
* explains steps to be taken to resolve quickly for the sake of the team
Introducing Change and Improvement
Based on audit, patient feedback, survey, benchmark, network
- meet with staff
- inform need for change - improve service, patient care, patient experience
- involve team, input participation - better cooperation
** Make them come up with a solution - welcome people’s ideas
- monitor, follow up, make adjustments if required
- feedback from stakeholders
In the event of a Major Incident
Keep calm, control the situation
- correct skill mix, look into available resources - locally
- find out nature of incident
- inform CSSD - instruments required
- coordinate with Duty Anaesthetist
- meet with staff, inform - they should have sense of ownership
** REMEMBER: each theatre has a person in charge - utilise - collaborate with colleagues
- escalate to Senior Management
Communication
- relevant
- specific
- clear, concise
- frequent (quality)
- transparent
- real time
- reaches everyone
** 2 way conversations
** build on realtionship - better engagement
Equal Opportunities
- elimination of all forms of discrimination - age, disability, marital status, gender, culture, nationality, religion, race
*access to opportunities are available to all
- training
- development
Risk Assessment
RIDDOR - Reporting of Injuries, Diseases, Dangerous Occurences Regulations
Steps:
* identify the hazard (risk)
* recognise who will be affected
* evaluate the risk ( assessment) - reduce - training, make changes
* document / record (should be available to anybody at risk)
* review and update (review is required when significant change occurs or no longer valid)
Improving Staff Experience / Retention
- improve staff morale and retention
- train and develop staff - promote opportunities
- flexible working
- lateral transfer to other clinical areas
- exit interview - find out why staff are leaving
- feedback, staff survey/engagement, catch up - what’s good, what’s bad, what can improve, barriers, challenges
- personal factors - support, reasonable adjustment - no interruption to service
- appraisal
- staff training and development - action plan
** LIFE WORK BALANCE
- get recruitment right from beginning - understand the job, provide support, develop
Sickness and Absence
(make sure it is the same for everyone)
Short term - find trigger points (4 in 6 months)
Long term - over 3 weeks, immediate intervention - referral to OH, physio, counselling
- after 3 weeks - welfare meeting
- effect to services
- effect to staff - staff morale (collegues)
- speak to the person - ? family issue, health issue
- offer support
- change hours (reasonable adjustment)
Steps to take:
1. Find out cause, reasons, gather information- look at pattern, keep records
2. Look at the mirror - reflect, self evaluate - ? work environment, ? are you or the team the cause
3. WRITTEN POLICY - communicate to team, follow guideline (protects your decision)
4. Keep records - document well
5. Return to Work - fact finding, reasonable adjustment, referral to OH, update on the department
6. Don’t put action off - manage correctly, duty of care to protect staff well-being
What are your strengths?
** Link to trust values - IMPROVING
- work experience
- leadership skills
- soft skills - communication
- problem solving
- time management
- team work
- decision making
Your weakness?
Turn into positive
FORGETFUL, CAN’T DOUBLE TASK
- learned to be more organised
- do the task at once, if not, write it down to serve as reminder
- focus, 1 task at a time
What is Clinical Governance?
- framework, NHS is accountable for
- safeguarding standards of care
- quality assurance
- continuous improvement
PATIENT/PUBLIC
- feedback, questionnaires, survey
- find out if services are appropriate
AUDIT
- pre-determined standard
- monitor -> compare -> improve * re audit
- measure current practice
RISK MANAGEMENT
- robust system, incidental report
- no blame culture, put system in place to ensure same mistake will not repeat
TEACHING and EDUCATION
- professional development
IT
- data protection, confidentiality
EFFECTIVENESS and RESEARCH
- better ways
STAFF MANAGEMENT
- full potential, continuous support, well being, life-work balance
What is your leadership style?
Leadership by example
Finance ( Budgetary Management)
- work within budget, avoiding unnecessary wastage of resources
- manage available resources ( staff, supplies), without compromising patient safety
- everyone has a responsibility to contribute - staff are aware how to contribute
- cost effective
- cost efficient - efficiency of theatres
** Efficiency intiatives
Questions at the end?
- challenges facing the department right now and how can I help you overcome them in this role?
- advice on how to excel in this role?
- plans for the department in the next year or 2?
- what would you like me to focus on?
- what would you want me to prioritise? ( to benefit staff development, organisation, patient care)
How to promote safety?
Safety is the core and main focus of everything we do
Everyone’s responsibllity
All employees have legal duty to take care of their own health and that of others (Health and Safety At Work Act, 1974), inform employers of any danger or shortcomings to health and safety (MHSWR, 1999)
Cooperate with health and safety arrangements
- implement positive safety culture
- working together as a team –> teamwork
- clear, consistent, communicated
- environmental awareness
- education and training of staff
- Psychological safety - ability to feel free to speak up, ask questions, report error, raise concerns and ask for feedback without fear of consequences and being judged.
Education and Training fair distribution
- Equal access to learning and development opportunities
- Mandatory and Device Training - safety elements achieved for everyone
- Identify collective educational needs and then individual learning needs
- Hold regular discussions and review with staff on their L&D progress - appraisal
- Relevant to role
Competing Priorities
- oesophagectomy, bleeding
- 4 scrubs, 2 anesthetics down
*** safety
2 theatres down with above staff absent
Continue cancer pxs
Utilise senior nurses with background on scrubs and anaes
Escalate to senior management, service managers, duty anaesthetist
Ask help from gwb, wms
- Prioritise task
- Focus on what is more important
- Break down the work into manageable steps
- Communicate effectively with the team
- Stay organised
- Keep calm under pressure
Who are you working collaboratively as band 7?
HR
OH
Service managers
Bed managers
Directorate
Cssd
Education
Patients/ families
Cqc standards
Px safety
Px experience
Appraisal
Training and development
Wrong side operation
Stop
Team brief
Who checklist
Debrief
Meet with surgical and anaesthetic teams
Duty of candour
In phase
Aar
What would you deliver
Empower staff
Enumerate what is on the JB - sickness absence, appraisal, t&d
