This course will help managers (of all levels) to build a toolbox of skills and approaches to effectively manage teams and create a culture of effective team working.
Attendees will understand the different characteristics around team working, how to identify teams strengths and characteristics and the impact on working in silo and team conflicts. The course will review hygiene and motivational factors which support workforce wellbeing whilst understanding the impact on people using services with effective team working. Finally, the course will support self-care techniques and demonstrate the art of successful delegation to manage workloads and prevent ‘burn out’.
The return to assessments/ inspections by the commission and local authority teams have seen a trend in many services being rated as required improvements, inadequate or poor in the caring and well led key questions and, Local authority standards.
Generally, the trends around staff feeling unsupported, undervalued, unmotivated and dissatisfied can be linked to ineffective supervisions and appraisals.
The new quality statements created by the Care Quality Commission places value in not only supervisions & appraisals being up to date but also, in how supported the workforce wellbeing is within services. This has seen the focus on workforce wellbeing moved from Well-led to the Caring Key Question.
Feedback from staff and leaders forms one of the new evidence categories and, observations of services, staff practices, team working, and culture further demonstrates how services need to invest in training for line managers to understand how to create and maintain an effective team working culture in services. Additionally, lengthy phone calls to staff and questionnaires are being used to gather further data on how services are supporting their teams analysing data gathered, on the delivery of good quality care and support at point of care.
This course helps to identify the difference styles and approaches needed to successfully manage teams, identifies the different types of team members characteristics, how to successfully use tools to manage conflicts and performance management in services.
Learning will enable delegates to adapt approaches and styles to demonstrate a caring and well led organisation and, inspire teams to work with managers with a proactive culture visible across systems and processes in the service.
KEY LEARNING OBJECTIVES
To understand psychological aspects and theories around ‘Imposter syndrome’
How to successfully manager the move from working alongside staff to managing staff
Review, understand and evaluate difference characteristics of team working
How to delegate tasks and successfully manage workloads
Gain a knowledge and understanding of common themes and practices working well and not so well in services inspected
Understand and evaluate own team characteristic and how this may in pact on own leadership and management style
How to manage self-care and avoid ‘burn out’
Gather hints and tips to begin action planning within services to demonstrate capable and compassionate leaders and a well led service
