Abstract
This report provides an account of the Florence Nightingale Foundation and Council of Deans Leadership Scholarship for aspiring health deans that I undertook during 2015-2017. The scholarship enabled an individualized programme that consisted of an exploration of an improvement project and identified personal development objectives. Collectively this proved to be an invaluable experience that has brought about enhanced professional opportunities and changes in the way that I lead and mange in an executive role.
Learning Experiences
When I commenced the scholarship I had been working for a number of years in an executive role in higher education leading nurse and midwifery education. In truth, I thought I was quite well versed in leadership and looked to the scholarship as a vehicle to pause and consider future directions that were available. However, following the first few intense weeks of leadership diagnostic tests, and shared cohort learning, I quickly realised that, in reality, much of my previous leadership development had failed to really engage in a deep and meaningful way. In comparison the scholarship offered an individualised, applied leadership process with direct application to the workplace; a process that focused on both the importance of self and strategy. The intense start to the scholarship, combined with results from the many varied diagnostics, ensured that the rest of the programme became personally tailored and highly relevant. Throughout the entire experience I felt that ‘me’ as a leader was at the core of the learning that promoted a sense of value and highly participative learning.
As part of the scholarship I undertook the following learning experiences:
- Leading Change and Organisational Renew
- The Westminster Experience
- RADA for Business
- Ashridge Senior Executive Programme
Collectively, these provided insight into personal leadership behaviours so that I have gained enhanced levels of self-awareness in both the impact of self and context on my leadership. Consequently, in a fast ever changing environment, I have been able to stand back, make sense and apply new strategies that have been instrumental in evoking new ways of leading and following.
As part of the scholarship the mentorship provided by Sir Keith Pearson was powerful and instrumental. With his insight and expertise I have been able to expand professional networks and had opportunities to meet senior health policy makers. This increased personal levels of confidence and offered insight into the political world of health and social care. The mentorship relationship has challenged, supported and valued me as a person, and as a leader, without it I am sure I would not have had such a rich and varied learning experience.
The improvement project
The project became focused on exploring the recent health education funding changes. However, it became apparent that this could not be explored in isolation to the many other emerging health policies such as apprenticeships, new roles and the scope of the future role of the nurse and midwife. The project identified key themes of practice learning, mentorship, resource management and programme design being significantly influenced by the health education funding reform and offered shared leaning points in relation to these themes. Each one of the learning points were translated into an implementation plan, some of which are continuing to evolve and shape.
Rather than framing the project as one of challenge the guiding proposition used in the project was that of opportunity; this is an important differentiation as I felt that while there were indeed challenges to frame it from this position would only inhibit the future role that higher education had to play in nurse and midwifery education. Instead, the proposition of opportunity enabled a focus on innovation, change and open mindless that I believe would have been missing if this was only being seen as one of threat to higher education.
As part of the project I applied learnt leadership strategy that ensured a level of congruence in the related strategy development and implementation. Working in this way I was able to identify areas that required focus, while not becoming distracted into unrelated or unnecessary activities. This work helped shape future business planning and one that recognised business as encompassing vital core aspects of culture and people.
Reflections
The leadership scholarship has been one of the most valuable learning experiences that I have undertaken throughout my career. As with any experience it is for the individual to decide, and steer, how much the value of the experience However, with an open mind, enthusiasm and a willingness to get out of your comfort zone it does change and transform. It has made me reflect on so many levels it is hard to capture these in a few words however, I hope my actions are the real evidence of the scholarship. It has affirmed the importance of effective leadership and that with encouragement, commitment, value and belief so many have the ability to succeed and effectively lead. It has also supported the development of a guiding leadership framework for the future success of higher education that is based, not on one of an individual hero, but someone able to be comfortable with uncertainty, work across boundaries, manage multiple perspectives and facilitate collective, while congruent, action.