Cya around!

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.

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.

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.

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.

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)

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.

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.

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)?

Thanks in advance, Catherine

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.

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.

• 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.

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

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

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

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

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

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

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

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).

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.”

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

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

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.

CBP 1 from Idealist triad

CBP 2 from Power triad

CBP 3 from Groupie Triad

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.

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

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

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

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.

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