‘NHS pressure worsens as key targets missed’: On our rapid approach to the winter season, this is not the best news headline to wake up to. The winter of 2014 saw the worse A&E waiting times since targets were introduced in 2004.
Frontline NHS staff have no option but to get on with it and manage the situation they find themselves in to the best of their ability. Trust me, when dealing with the public where EVERYTHING is an emergency, one has no choice BUT to get on with it!
Since the birth of the NHS in 1948, expectations and demand has increased drastically. The privilege of living in this digital, rights-awareness age means that organisations have to try and meet the NOW culture. More importantly they need to do it in the manner that meets the legal and ethical standards of our health care system.
But where is it going wrong?
Over the last 67 years we have had structuring and restructuring of the NHS, millions of pounds poured into the organisation, massive recruitment drives followed by pay freezes, management costs cut and fees for which hospitals are paid for treatments, reduced. We have had constant recommendations of improvement come out of Inquiries which date as far back as 1969! A more recent inquiry chaired by Sir Robert Naylor focuses on driving NHS Leadership. This should be a crucial driving force in the management of the NHS. The inquiry puts forth recommendations that would make leadership positions within the NHS more “manageable, attractive and sustainable”. The current NHS structure has approximately over 2000 leadership posts encompassing CCG chairs, chief officers and executive directors amongst others. The question now is, ‘Do we have the right people in the right positions to call themselves leaders?!’
Do you recognise the leaders in your organisation?
Leaders make decisions, take accountability, recognise their errors, rectify their errors and are not afraid to challenge inappropriate and bad decision making. Unlike management, leadership cannot be taught. It can however be driven and enhanced through coaching and mentoring. A leader should be able to step up in times of crisis and act creatively in difficult situations. Identifying the ‘doers’ in your organisation is key to helping you achieve the vision and goals you have set out for your business. Encouraging leadership and motivating staff to own their job roles and the decisions they take will empower your workforce and limit shifty uncertainty!
Written by Puveshni Pillay