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Leadership in Practice – Part one

I’ve been a Practice Manager for over 11 years now and, in that time have also been a Federation Direction, PCN Board member and Training Practice Assessor. In what is largely an enjoyable job, I’ve seen things in general practice that do and don’t work, and I’ve also seen the huge amounts Practice Managers have to offer.

I like to do other things alongside my main role, and to support other practices and Practice Managers where I can through speaking, education or consultancy. A couple of years ago I started writing a blog about all things leadership, management and business. I started this because, not only do I enjoy writing, but I wanted to create something that would help other Practice Managers. Most were either an idea I had, or came across, that I felt would work well in Practice. Others are my opinion on some of the nonsense we see in practice or a tongue in cheek view of them.

I decided to turn these blogs into a book called ‘Leadership in Practice’ and a selection of these will be featured here on Practice Index, starting today! I’m really looking forward to your feedback and comments.

Here are three blogs I have selected:

1) Please don’t use our services

The abuse of appointments by patients is a real problem yet the campaigns to address are frustratingly weak and ineffective. Wishful thinking and tongue in cheek, I wrote this blog with some alternative ideas for tackling this.

It’s not your usual marketing message but it could be one for the NHS, particularly general practice.

Most businesses welcome customers as often as possible, we’d like to see patients as little as possible and only when necessary. The dilemma increases as patients use A&E not the GP, the GP not the pharmacist or self-care.

Usually, when you want to sell your services, you make clear how good they are along with the virtues of using them. Instead, should we say how bad they are? Probably not, even though Gerald Ratner proved this effective.

But instead of a persuasive sales approach the marketing messages most used are ones to raise awareness i.e. where to go and when. Nice but no great impact. Would it be more effective to promote the benefits of an alternative option over the current choice? Making the benefit for the individual patient clear.

Maybe it’s time for a new approach, to change the marketing messages and shout the benefits of the right choice against the disadvantages of continuing the same choice.

Are we ready for:

‘A GP appointment takes more than 10 minutes from your day, self-care will take seconds.’

‘A&E at 11pm or GP Surgery at 9am?’

‘Your pharmacist will see you now…your GP will see you in 3 weeks.’

What’s your message?

2) Everyone has a role at the meeting

How many meetings are there where the majority remain silent? It happens far too often, so this is something to help all who attend or chair meetings.

I’ve attended lots of meetings and I’m often surprised what little contribution many attending make. I wonder why some people sit quietly throughout. Is it lack of confidence or uncertainty of their role?

If you have been invited to a meeting it will be to add some value and there are three easy ways you can do this:

Contribute – the minimum you should do is make a contribution to the discussion. That might be offering an opinion or maybe sharing a relevant previous experience.

Clarify – if you don’t understand something ask for clarification. You will not be the only person who is confused so if there is something that isn’t clear ask for it to be clarified. You will be pleased you did, and others will be grateful to you.

Challenge – this is the role that some find the most difficult to do. You may not agree with everything being discussed, some points may be incorrect, ill-advised or inappropriate. If you feel this is the case, challenge it. Done respectfully and professionally it should be welcomed, giving you confidence, and may result in a decision to make a positive change.

If you tend to sit quietly at meetings try doing these or if you are chairing a meeting why not begin by asking those attending to help you.

3) Get out of your swamp

A conversation with an overloaded Practice Manager led to this blog. Coping with the workload is a problem for all of us and maybe, as this suggests, the solution lies with the team and how we work with them.

I’ve been swamped lately, doing things for others, not what I need to do.

A colleague is the same and is going to close her office door; it won’t work, she’ll still be swamped.

Getting free from helping others is about building capability not making yourself inaccessible. Locking yourself away will only build resentment.

If you want to have some freedom back, then the way is to build capability in your team, so they can do for themselves rather than you do for them. If you want to get out of your swamp go DEEP.

Develop your team to find their own solutions. Give them the skills they need to overcome obstacles so they can complete tasks successfully.

Empower them to take responsibility for their tasks and give them ownership and freedom to use their initiative.

Encourage them to use these skills and exercise ownership. For it to become the norm you will need to initially reinforce your support for the change and freedom you are giving them.

Push back when you know everything is in place and you’re still being asked to help. There are always some team members who will look for what they see as an easier option, and in these cases push back by firmly saying they have everything to be able to deal with the issue themselves.

Want to get out of your swamp?

The first 52 blogs are now available in my book ‘Leadership in Practice’ and nine will be featured here on Practice Index. I hope you’ll find these enjoyable and interesting and if you would like details on how to buy the book you can find it here and here or by contacting [email protected].

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