What makes an excellent Clinical Director by dfsiopmhy6

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									What makes an excellent
Clinical Director




Mr Martin DeBono
Divisional Director, Children and Womens Services
Calderdale & Huddersfield NHS Foundation Trust
Agenda

 Attributes of good clinical directors
 Key roles and responsibilities
         Strategic
         Directorate
         Individual

 The organisation’s role in supporting CDs
Reasons not to be a
clinical director
    Don’t want him/her to be my CD
    It looks good on my CV
    Wanted a bit of management experience
    Real, heartfelt distrust of the
     mamagement system in your trust
Reasons to be a clinical
director
  Genuine fascination of how the system works
  Determination to make it work better
  Real interest in and respect for people –
   patients and colleagues, both clinical and
   managerial
  Conviction that you have skills and knowledge
   to bring to the job
  Energy and persistence to see it through
Personal Qualities

    Listening
    Interpretative skills
    Communication
    Persuasive skills
    Analytical
    Tenacity
    “Political” skills
Quality

    Risk management
    Prevention
    When things go wrong
    Contingency planning
    Involving patients and carers
    Clinical audit
    Patient and stakeholder feedback
Communication
    Communicating information
    Listening
    Giving feedback
    Influencing
    Negotiation
    Managing effective meetings
    Communication of untoward incidents
    Working with the media
    Liaison and coordination with other organisations
    Giving effective presentations
Developing people
    Appraisal
    Job planning
    Workforce planning
    Managing and developing the performance of people
    Supervision
    Managing difficult colleagues and situations
    Managing change
    Working and development
    Counselling, coaching and mentoring
    Teaching, training, learning and development
    Instilling a common purpose
Developing the business
    Financial awareness
    Controlling and monitoring the business
    Operational and performance management and development
    Developing and communicating a strategic vision/common
     purpose
    Budgets
    Business planning
    Strategic planning
    IM&T
    Health & safety
    Project management
Developing self

  Maintaining and developing professional
   competence
  Personal effectiveness
  Managing time and setting priorities
  Personal development
  Leadership styles
  Managing stress
Organisational Support

  Professional relationship with Board
   members
  Clinical Directors development
   programme
  Separate appraisal
  Mentor
  External agency support
Clinical Directors
Programme
    Contract issues
    Appraisal and job planning
    Clinical Governance
    MMC
    Hospital at Night
    Clinical priorities
    CNST
    Infection control
    R&D
    Business planning

								
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