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Thank you again for a great final session everyone. We appreciated all your questions - and your enthusiasm for the Bonus Session on Riders!

For those who weren't able to join us, we spent a little time at the start answering questions about the assessment. You may find this useful before your assessment is due on the weekend.

Sara and I are available if you have any final questions or clarifications - please just make sure you email us both.

All the best - and look forward to reading your final assessment!

Anna

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Hi everyone

Next week is consolidation week - a chance to anchor all your learning, and focus on what you'll be taking forward for this next phase of your leadership journey.

Is there anything you'd be keen to revisit or explore some more? Let us know below.

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Hi Anna,

Can you help me find Miro to post the peer session activity responses for our group? Andrea

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Hi everyone

As discussed at last week's session, we have another drop in session this afternoon for Assessment #2.

Like last time, this is entirely optional and will be recorded for those who can't make it.

The details are:

Today (29 October 2024)

5:00 - 5:30pm AEDST

Link:

https://us02web.zoom.us/j/83825988477

Look forward to seeing you then

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Zoom is the leader in modern enterprise video communications, with an easy, reliable cloud platform for video and audio conferencing, chat, and webinars across mobile, desktop, and room systems. Zoom Rooms is the original software-based conference room solution used around the world in board, conference, huddle, and training rooms, as well as executive offices and classrooms. Founded in 2011, Zoom helps businesses and organizations bring their teams together in a frictionless environment to get more done. Zoom is a publicly traded company headquartered in San Jose, CA.

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Hi everyone

Thanks again for your patience with the Moodle challenges this week. In case it helps, I've attached here the guide for your sessions this week.

As always, we'll look forward to hearing how you go!

Anna

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(Karishma, Andrea, Dawn, Kirsty, Ling)

Our leadership principle we identified in our group is ‘empowering others’. As discussed in earlier sessions, we identified good leaders as not necessarily being our managers where their aim is producing work on time. Good leaders are individuals who understands, motivates and ensures the progress/development of the individuals in their team to make them better professionals and individuals overall. A leader who carries this principle, defines their success as the culture, ability and productivity of their team, even in their absence.

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I see myself fitting into the following CBP profile from each triad

CBP 1 from Idealist triad

CBP 2 from Power triad

CBP 3 from Groupie Triad

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(From Sherees, Brooke and Say Leong)

Insights from our discussion:

1. The decision-making process should be collaborative rather than reliant on a single individual.

2. There are always multiple answers and outcomes available, and it is acceptable to take various or extended pathways to reach our decisions.

3. As leaders, our role is not to make all the decisions ourselves but to empower others in the decision-making process. This involves providing support and allowing team members to learn from their mistakes, as such experiences are essential for their development as leaders.

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Hi everyone

Just a small reminder to make sure you complete the survey about decision-making as soon as you can please - and definitely by 5pm AEST today.

Look forward to seeing you at tomorrow's live session.

Anna

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Hi everyone

A quick reminder that there's an (entirely optional) drop in session to answer any questions you have about your first Assessment. The video will also be made available afterwards.

The session will be 4.15 - 4.45pm AEST.

The zoom link is: https://us02web.zoom.us/j/87053005526

See you then

Anna

# data[].attributes.attachment_link.description
Zoom is the leader in modern enterprise video communications, with an easy, reliable cloud platform for video and audio conferencing, chat, and webinars across mobile, desktop, and room systems. Zoom Rooms is the original software-based conference room solution used around the world in board, conference, huddle, and training rooms, as well as executive offices and classrooms. Founded in 2011, Zoom helps businesses and organizations bring their teams together in a frictionless environment to get more done. Zoom is a publicly traded company headquartered in San Jose, CA.

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Say Leong, Brooke and i had some great conversations. Quite difficult to put down exactly what was discussed. :) In summary,

The pipeline, and as we move through the pipeline of leaders, learning to let go of some of the responsibilities and mindset and embrace the changes and adjust, letting go of some of the key responsibilities/tasks to excel at one leadership level.

There is a different set of skills and a different way of doing at each level. Considering questions of yourself and your team are different through the layers, its comfortable going back downstream and much more challenging

continuing upstream.

How to balance and move out of the constant fires in healthcare and to stay out.

Focusing on what is in our control, be mindful that things take time.

Different levels of readiness from our teams.

Have a great weekend, cheers, Sheree

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(Serene and Kalpana)

We had an interesting discussion about both week 1 and week 2.

1. We discussed regarding the transition of role from one leadership pipeline to the other from week 1. We did touch up on how to let go our own biases and feel comfortable in the new role of supervising others and enabling them with skills to be better in their role. This will help us to get better in our role too.

2. The thing which stood out for us from the live session was the concept of being aware of our own mind traps. We discussed about the strategies to get out of the mind traps. We did discuss about being aware of our own elephant and rider. We also talked about the Gartner Hype cycle and where do we stand with our own personal biases in that graph. Serene sees herself at the trough of disillusionment as she is very skeptical about new changes. I am the hype creator so I stand at the peak of inflated expectations. We had an interesting discussion about why we see ourselves in different stages of the Gartner hype cycle. In this discussion we were able to unfold a few of our own mind traps.

3. We discussed about the 10 steps tool of introducing new idea to our respective teams. We identified the need to be prepared to meet with resistance to the new idea. We also talked about how to control our emotions when people are belittling our ideas, especially when we have invested a lot of time on that idea. One refinement to the tool will be introducing a review process (review the impact of the new idea within a specified timeframe) “Tell the team that we will review the impact of idea within a specified timeframe and adopt it for a longer term only if it is working for us.”

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We (Dawn, Andrea, Karishma, Ling & Kirsty) had a very interesting discussion around the "10 steps for talking about health trends tool", here are some of our thoughts and suggestions:

1. The importance of engaging team members in dialogue in order to activate their riders including getting team members with specific capabilities to comment on how their talents could be leveraged.

2. In addition, employing systemic thinking to ensure that we would achieve the desired effect whilst being able to account for/prevent potential detrimental effects on other parts of the system.

3. As a leader it's good to understand the capabilities of your team, including those who are the champions and/or resistors, and how to bring them all on board.

4. The importance of recognising who needs to be involved in change discussions, such as team members, and other stakeholders, and at what stage in the change process.

5. Systemic thinking - identifying what is most applicable for our teams and how much they are exposed to, while acknowledging the areas of control, influence and no control (eg. impacts to clinical practice with the changed legislation within the mental health sector in Victoria).

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Group 3 Input for "10 steps for talking about healthcare trends
tool"

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Group 3 Input for "10 steps for talking about healthcare trends
tool"

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1. Knowing your audience's background and the purpose of your communication is essential to adopting the appropriate steps in your conversation with them.

2. Including "emphasizing what the organization or team has done well so far" as a step is important, as acknowledging their contributions can help introduce new trends more smoothly.

3. It's crucial to reassure the team that "we take one step at a time" when introducing changes.

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What we'd change to the '10 steps for talking about healthcare trends' - Thurs am peer group

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What we'd change to the '10 steps for talking about healthcare trends' - Thurs am peer group

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Mags, Bek and I all found it difficult to propose any specific changes to this 10 steps having not yet tried it ourselves. We did all agree that it could be a useful tool and one we'd like to implement in the future.

We did come up with a couple of comments about it during our discussion:

1. There is no plan for what could be done in preparation for delivering the 10 steps. Introducing a new topic or suggesting change can be difficult, and providing some warning, pre-reading or a brief summary of where current problems or threats are could help bring people onto the same page as you and help them be more receptive to the 10 steps model.

2. The 10 steps is presented as a monologue. When in reality, it is likely that questions or discussion will be triggered during delivery of the 10 steps. Are there any suggestions for refocussing back on the 10 steps following an interruption?

Aleisha

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Something specific to Kiwis but a report of the benefits of AI in healthcare NZ and speaks to the common themes in the readings regarding benefits and risks/cautions currently experienced.

Working in a field that is driven by technology, AI has already started to have a positive impact on my workflow and has improved our efficiency. I have also experienced some challenges around this and have had some interesting conversations regarding reliability, trust, our role alongside AI which is themes reflected in this article. It will be interesting to see how AI will continue to shape my workforce as it develops with time

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Something I found interesting this week is this article which talks about meeting science. I think it's relevant to a number of trends in healthcare including optimising staff efficiency (and avoiding burnout) and financial stewardship in medicine (the direct and indirect costs of ineffective meetings. I find I spend a lot of time completing administrative tasks or sitting in on meetings that probably could have had halved the invitees (particularly in online meetings were it seems the access to the meeting for remote attendees might have increased the volume of people invited without adding to the value of the meeting) and it got me thinking about how these things contribute to workload, mental load and inefficiencies in an already overworked workforce.

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Research-based insights can improve your remote meetings and keep participants engaged.

Poorly run meetings have a tremendously negative impact on team success, innovation, creativity, and on individuals' well-being and stress. In fact, experiencing a poor meeting can even result in meeting recovery syndrome, where employees lose additional time and productivity mentally recovering from a bad meeting.

My research suggests that only around 50% of meeting time is effective, well used, and engaging - and these effectiveness numbers drop even lower when it comes to remote meetings.

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Running meetings right can result in many positive and energizing outcomes, including better decision-making and increased innovation, cohesion, agility, and resilience - essential outcomes as teams and organizations struggle with the working challenges of the pandemic.

The good news is that there's an evidence-based path forward based on more than 20 years of research on meetings and teams. Meeting science has yielded key insights that can be incredibly helpful to meeting leaders, especially during this challenging time that is marked by an increase in remote meetings. (Many of these guidelines will work equally well for in-person meetings, too, when those are again possible.)

Adopt a Stewardship Mindset When Managing Remote Meetings

The best meeting leaders appear to share a similar mindset: recognizing their role as a steward of others' time. Leaders often adopt a stewardship mindset when meeting with important customers or stakeholders because they would never want these key individuals to feel the meeting was a waste of time. Stewardship is often disregarded, however, when meeting with one's team and/or peers.

When you adopt a stewardship mindset, you become deliberate in your meeting decisions from start to finish. Being intentional and making smart meeting choices do not take much time at all - with practice, they can take only a minute. These choices span how you set up beforehand, how you manage productivity and presence during the meeting, and how you conclude it.

Set Your Remote Meeting Up For Success

Don't over invite. Remote meetings plummet in quality as size increases. Luckily, remote meetings can be readily recorded and listened to at twice the speed by attendees who don't attend live. Let nonessential members off the hook and share the recording so they can listen at their convenience rather than interrupt their flow. However - and this is key - to avoid any feelings of marginalization on behalf of team members who weren't invited to a particular meeting, give them the option to attend any future meetings on the topic if they so desire. They typically won't take you up on it, but they will appreciate being asked.

Set time properly. Given our shorter attention spans right now, avoid defaulting to the hour-long meeting. Don't hesitate to schedule just 15, 20, or 25 minutes for a meeting. Reducing the meeting length creates positive pressure; research shows that groups operating under some level of time pressure actually perform more optimally given increased focus and stimulation.

Sharpen the agenda. To create focus, which is often lacking in remote meetings, try organizing the agenda as a set of questions to be answered rather than a set of topics to be discussed. By framing agenda items as questions, you have a better sense of who really has to be invited to the meeting. Once the questions have been answered, you know when to end the meeting - and you can easily gauge if the meeting has been successful.

Use video. Remote meetings are subject to something called social loafing, a human tendency to reduce effort and motivation when working in a group. Social loafing increases the more anonymous one feels, akin to hiding in a crowd, and can increase during remote meetings due to the virtual barrier between team members. Using video, along with inviting as few people as possible, helps counter that sense of anonymity.

Managing Productivity and Presence During Meetings

Start and end on time. Nothing kills momentum like a 15-minute delay because people need to download software, can't get the video or audio to work, or encounter other technical hiccups. Meeting presenters should log in five minutes early to ensure that all the technology is working smoothly. Ending meetings late is a tremendous source of stress for individuals, so don't run over.

Start the meeting well. As the meeting leader, your mood matters. It sets the tone. Research even suggests it may produce a contagion effect on attendees in which their mood mirrors yours. Start the meeting with energy, appreciation, and gratitude, especially during this stressful time. Doing so increases the chances of a more positive meeting mood state, which promotes more creativity, listening, and constructiveness.

Establish norms. How can we expect our remote meetings to be effective if we never talk about what makes for a good one and what we should avoid? With your attendees, periodically create mutual expectations about what makes for a good remote meeting. Surface expectations, like "let's keep all contributions to no more than 60 seconds so everyone has a chance to speak," and give colleagues a chance to reply. To combat meeting fatigue in longer meetings, it's helpful to set norms about when folks can take breaks, stand up, and stretch.

Actively facilitate. This is absolutely key in remote meetings. Meeting leaders must embrace the role of facilitator. Draw in virtual attendees (for example, "Sasha, please share your thoughts") to keep them engaged. You might even consider keeping a tally to be sure all are contributing and all voices are heard, as some successful professors do. Avoid the generic question, "Any comments?" Instead, call on people specifically. Lastly, don't let people ramble or go off course; kindly interrupting, if necessary, is your job as a meeting leader.

Use tools. Silence does not indicate understanding or agreement. Some great apps (such as Klaxoon, Mentimeter, and Poll Everywhere) allow participants to vote, an easy way to determine if the group has reached a consensus. This can be done in real time during the meeting, or immediately afterward to separate deliberation from decision-making. Use available chat room technology, not for side conversations but for attendees to communicate that they want to speak or that they missed something. For some meetings, the chat room can be used as a second channel of communication that the leader or another attendee moderates. Utilizing the technological tools at your disposal helps increase involvement and engagement.

Ending Meetings and Gathering Feedback

End meetings well. With a few minutes left, be sure to clarify takeaways. Identify the individual directly responsible for each action item. Don't let anyone leave your meeting wondering what was accomplished or what the next steps are.

Ask for feedback. Finally, the best way to make your team meetings better is to ask attendees how the meetings are going - the ultimate act of stewardship. Send out a quick survey where folks share what is going well or not so well, and provide ideas for improvement. Then learn, reflect, and try some new things based on the feedback. Now that we have been meeting remotely for some time - and may continue for the foreseeable future - the timing may be ideal for this step.

Is it possible to achieve virtual meeting perfection? Probably not, but with focused development and intentionality, you can turn your meetings into efficient and engaging events. While you can't control others' meetings, you can make excellent meeting choices and demonstrate stewardship. You can be the example that you hope others will follow. Let's commit to fixing our meetings, one meeting at a time.

About the Author

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The Surprising Science Behind Successful Remote Meetings

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Research-based insights can improve your remote meetings and keep participants engaged. Poorly run meetings have a tremendously negative impact on team success, innovation, creativity, and on individuals' well-being and stress. In fact, experiencing a poor meeting can even result in meeting recovery syndrome, where employees lose additional time and productivity mentally recovering from a bad meeting.

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Hi All

I came across the NSW health you tube series that I found interesting. These are the future health podcasts where they are talking about what is in future for healthcare in Australia.

Kalpana

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Future Health Podcast | S5E3: What if the future of the hospital - was not in the hospital?

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This article spoke about our ethical responsibility for sustainable healthcare and provided many interesting links to further explain how climate events impact healthcare and various global/governmental responses that would shape our organisational strategies.

I found it interesting to learn how environmental factors actually impacted healthcare and our workflows. It made me realise the importance of proactive organisational strategies both in reducing our environmental impact and managing the increased health burden.

Dawn

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Embedding sustainability in health care – our wellbeing depends on it - InSight+

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The health sector, whose role is to protect public health, must be front and centre in the battle against climate change, write Dr Eugenie Kayak and Dr Ben Dunne. Each day as health professionals we are confronted with the ethical dilemma of contributing to the increasing adverse health impacts and threats of climate change and …

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This article analyses the faults in supply chains that were extremely compromised by COVID measures. Just-in-time mechanisms and lean inventories are now counterweighted by a new imperative to ensure local supply and resilience in delivery.

Thinking laterally, I believe the strategies in this article could also apply if we think about healthcare as a supply chain. We need to properly integrate technology into automation and assistance with complex tasks, train the future workforce to properly deploy digitisation and develop data streams that will form the basis for AI analytics and decision making.

Regards,

Ling

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Our group (Dawn, Andrea, Kirsty, Karishma and Ling) had a very productive discussion and the below were our key takeaways.

1. We felt conflicted between the opinion that leaders should not be downstream to optimise efficiency vs staff that want leaders that are clinically relevant and present vs need to continue some clinical work to maintain professional credentials even though that is not the role we are employed into

2. Organisational maturity model is a very tangible model for us to look at our own roles and to project what we need to move forward as an organisation

3. Be intentional to move upstream. Challenge ourselves to step outside our comfort zone and utilise the tools to focus our attention and time. Conscious decision making on how to operate within our roles upstream

4. Short term vs long term gains. “Giving someone a fish vs teaching them to fish”. Be intentional in our actions to coach others to excel at their layer so in the long run overall organisational efficiency improves as all staff can work in their appropriate layers.

5. Creativity in engagement of staff to promote innovation and appropriate/efficient use of time

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I am unable to access the recommended article under the further reading tab for week 1 via the Monash University library. Does anyone have any suggestion on how I may be able to access it? Thanks. Dawn

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Mags, Bek and I had some great discussions and these were our main takeaway points:

We all found it difficult to place our organisations within the cultural maturity model, and felt an inconsistency between our organisations' published strategies and our lived reality/experience.

There is often an overlap of leadership pipeline levels within a single job role or individual. This raised the question of how can you utilise the knowledge of the pipeline and recognise people who would excel at a different level of leadership?

Mags described that her workplace had multiple new operating theatres that weren't being utilised. Discussed the imbalance between physical assets and human assets. We thought this could reflect the lack of focus on staff wellbeing resulting in high staff turnover or loss. It was interesting that all our higher level strategy documents placed emphasis on wellbeing, but this was not practised.

There are differences in how junior (typically gen Z) trainees and staff learn and operate in a health environment. These differences included their need for more support and 'hand holding' particularly when learning new skills, preferring the use of Whatsapp groups to communicate over face-to-face methods, and that they thrive on games and competition amongst themselves. We reflected on how 'humanness' differs between individual and generations, and how we need to adjust our approaches to lead and teach them in a way that they best respond to.

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Just a reminder that there will be a planned upgrade of the Health Professional Education Online (HPEO) Moodle site to version 4.1.

The details of this upgrade are as follows:

Scheduled Upgrade Time:

Date: Wednesday 11th September 2024

Start: 09:00 Wednesday, 11 September 2024 (AEST)

Finish: 12:00 Wednesday, 11 September 2024 (AEST)

Total Time: 3 hours

Impact: HPEO will be unavailable during this period.

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Hi Scholars,

Just a reminder your Week 1 Live session will commence on Tuesday 3rd September at 4pm (AEST).

Please note, each live session does have a unique zoom link.

Please find the zoom access link below:

Join Zoom Meeting
https://us02web.zoom.us/j/85627840872
MeetingID: 856 2784 0872

We look forward to seeing you all virtually.

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Hi all, I was not able to tune in to some of the live content. Is there a reference to the topic of elephant and rider? Unfortunately the recording didn't capture that component.

Thanks in advance, Catherine

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Hi Anna, Deb and Sara

It was nice to meet you in the first live webinar on Tuesday. I wanted to have some idea regarding the reflective journal. Under the orientation on the moodle portal it says "Reflection questions (Note: These are the same questions that those doing the micro-credential will explore in their Reflective Journal – Assessment #3)".

Do we have to write the answers to the reflection questions as a part of our assessment? If yes is the word limit for each question 300 words (as you had mentioned in the webinar regarding assessments)?

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Hi everyone. I'm Deb and I'm joining you all on this journey to focus on, and contribute to developing my leadership skills in the area of health professions education. I have recently returned to Monash University in a key leadership role in the Deputy Dean for Education's office as the Interprofessional and Simulation lead for the faculty. Quite a big portfolio of work which will muster all my strengths in leadership. I'm looking forward to meeting you all.

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Hi, my name is Andrea.  I am a Deputy Director of Allied Health, PhD candidate and mother to 2 teenage boys (my hardest job!). I am looking forward to focusing on my leadership skills and knowledge over the next 11 weeks to compliment the research and engagement skills I have further developed through my PhD and work live over the last few years.

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Hi, my name is Andrea.  I am a Deputy Director of Allied Health, PhD candidate and mother to 2 teenage boys (my hardest job!). I am looking forward to focusing on my leadership skills and knowledge over the next 11 weeks to compliment the research and engagement skills I have further developed through my PhD and work live over the last few years.

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Hi, I'm Sheree, I am a registered nurse with more than 30 years' experience in surgical nursing and for the last 8 years I have worked in leadership roles. My current role is Patient Services Manager in the second largest private hospital in NZ. I have worked for this company for over 20 years. I am looking forward to expanding/enhancing my leadership skills and networking. I always find online forums quite daunting to be honest but up for the challenge! :) 

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Hi, I'm Sheree, I am a registered nurse with more than 30 years' experience in surgical nursing and for the last 8 years I have worked in leadership roles. My current role is Patient Services Manager in the second largest private hospital in NZ. I have worked for this company for over 20 years. I am looking forward to expanding/enhancing my leadership skills and networking. I always find online forums quite daunting to be honest but up for the challenge! :) 

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Hi,

I'm Gill, and I'm an Obstetrician/Gynaecologist in Brisbane. I'm completing the Masters of Clinical Simulation as part of a Fellowship in Simulation and Education. I'm interested in this course as I would like to further my leadership skills in a more formalised way - often I think medical staff are promoted into positions of leadership based on clinical seniority rather than leadership skills and I'd like to better prepare myself for these roles.

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Hello,

My name is Karishma and I am a Radiation Therapist Planning Senior at Auckland City Hospital, NZ. I am interested in this course as I have never had any formal leadership training and would like to develop these skills to implement in my current and future professional practice.

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Hi folks

A quick note to confirm that your EHL Kits have been posted and are on their way to you... but don't be surprised if they haven't arrived yet. They should in the coming few days (and will be with you by Friday, when Week 1 officially starts).

We'd also love to see a photo of whoever receives theirs first... if you feel like sharing! (Feel free to add a photo to this thread if you like)

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Hello

I'm Ling and I'm a consultant anaesthetist in Melbourne. I am interested in what techniques this course uses to help students learn online, and in improving my personal leadership skills. I'm looking forward to interacting with such a diverse group of professionals and getting to view issues from different perspectives to my own.

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Hi! My name is Kirsty and I am a Senior Family/Carer Consultant, working in Melbourne for a large mental health service. I am part of a fairly new workforce comprising of people employed because of their lived experience. I have already completed a Bachelor in Business (Management) and a public policy degree. I have no clinical or medical training. I am interested in this training for its applicability to the health sector, what we need to consider, and how to apply it in the mental health area with the introduction of lived experience workforces. I look forward to getting to know you all and learning from each other.

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Hi all,

I'm Dawn. I am an Emergency Physician in Melbourne. I chose this course as I have not had any formal leadership training and have always been intrigued to explore ways to improve my skills in this aspect. I am looking forward to learning and interacting with everyone.

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Hi all,

I'm Aleisha. I am a General Practitioner and work for the Air Force. I am the head of my unit based in Adelaide. I am doing this as part of my Masters in Health Professions Education and because I've never had any formal leadership education.

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I’m Bek and I’m a General Paediatrician and Paediatric Emergency Physician in Melbourne. I work in an outer metro mixed hospital predominantly in ED and as the paediatric simulation lead. I love a challenge and I am hoping to use my dual training in setting up a paediatric high-acuity unit. That’s in part what has drawn me to undertaking this course, in the hope that I can build on previous leadership experience with the tools and skills that I will learn.

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My Name is Kalpana.

I am working as ICU staff Specialist at Gosford Hospital NSW.

I am Supervisor of training in the ICU.

I am also coordinating various education programs at my workplace

I have joined this course for two reasons:

1. Learn the art and skill of health leadership which is required for my role as SOT.

2. Complete Masters of clinical Simulation.

In addition to that I love my place of work. We are very close to beautiful beaches.

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Hi! My name is Mags and I am a Paediatric Surgeon working in both Sydney and Canberra. I chose this course because it forms part of my Master of Clinical Simulation, and I found the focus on health leadership both intriguing and highly relevant to my work. I'm looking forward to learning with all of you and sharing our experiences along the way.

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Hi. I'm Catherine, a Clinical Support Nurse from an eastern suburbs emergency department. I have chosen to complete this short course because I have never had any formal leadership training or education and I am very interested to know what I can learn.

Cya around!

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is it just me or is the moodle down? Thanks, Sheree

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is it just me or is the moodle down? Thanks, Sheree