Callum Metcalfe-O’Shea, ANP, RGN, BSc, MSc; Clinical Leadership Advisor: NHS Clinical Leaders Network, Co-Clinical Lead for Diabetes: NHS Norfolk & Waveney, UK Professional Lead for Long Term Conditions: Royal College of Nursing
Through completing the Advanced Care and Clinical Leadership (ACCL) Programme through the CLN, my awareness around the concept of the true ‘frontline clinical leadership’ has only continued to grow.
In the current healthcare environment with mounting pressures and staff shortages, visible and credible leadership is vital for clinical staff. A top-down approach has long been found in healthcare organisations, and now is the time to support emerging leaders to have the tools and skills to deliver high quality care and leadership across not just organisations, but systems of healthcare.
Does this mean that every senior leader needs to be providing hands on care? That senior leaders should be working clinically in every role? Whilst this will undoubtedly provide unique experiences into the eyes of frontline staff, equally being visible and utilising the experience of others will further strive for positive healthcare outcomes.
My time through the ACCL programme has allowed me to encounter senior leaders all with a common purpose – to ignite positive change and empowerment across the frontline in complex clinical settings. What stuck with me was their commitment to promote change through the concept of compassionate leadership and visible clinical credibility. Not only does this serve to empower the workforce but ensure that problems affecting every day staff are monitored and addressed.
The question we now ask is, how can this be translated into practice? What frameworks are in place to support frontline clinical leadership? An open mind and desire to embark on compassionate change across teams is the key to success, with a flexible leadership approach that understands the complexities associated with contemporary practice. That’s why I am continuing in my role as a member of the CLN to develop these theories further. Through my membership I am extremely lucky to be working with credible leaders, and that is why I would encourage all to utilise the programme to drive real change.
Keep watching this space to see the work I will undertake with the CLN and see how we can promote good quality frontline clinical leadership across healthcare systems.