By Julian Hartley.
Chief Executive, Leeds Teaching Hospitals, Previously Managing Director NHS Improving Quality, Chief Executive Tameside and Glossop PCT, Chief Executive Blackpool, Fylde and Wyre Hospitals NHS Foundation Trust, Chief Executive University Hospital of South Manchester NHS Foundation Trust
Reviewer – Dafydd Hammond-Jones Speciality Trainee Year 6 Emergency Medicine (EM) Leeds Teaching Hospitals Trust (LTHT)
Leeds Teaching Hospitals is big, The NHS and EDs (Emergency Departments) are good places. Resilience in leadership is key to staff culture and morale
Mr Hartley provided an overview of what his role in LTHT is and where LTHT compares in relative size and facilities compared to other trusts. He talked about LTHTs size including the fact that each year they treat 1.5 million people, 10,000 babies are born, they have 100,000 day case patients, 125,000 inpatients, 1,050,000 outpatients and 200,000 patients attend ED. It is one of only a few Trusts that have a Major Trauma centre and a Paediatric Major Trauma centre in the same hospital.
Mr Hartley talked about the NHS being a great institution despite the constant pressure that it faces and an institution that we should be proud to be part of. He mentioned recent news of the Chief Executive of the NHS Simon Stevens sharing concerns that the NHS did not have enough money to run. Despite constant negative headlines and pressures we are providing an excellent service and one we should be proud of. He talked about how Emergency Care in this country is excellent, we provide an excellent service and he is particularly proud of how the teams in Leeds have continued to strive towards providing a top service and working collaboratively with other departments to work towards the emergency care standard.
Leadership style and “The Leeds Way”
Mr Hartley talked about how he felt that being a resilient leader and having a visionary leadership style was key to improving staff culture and staff morale. He talked about “The Leeds Way” and how he had involved the staff in developing the LTHT values; Empowered, Accountable, Collaborative, Fair and Patient-Centred. He talked about how to achieve a goal you have to broadcast the details of why and how that goal was to be achieved to the staff at large and make sure you involve everyone from managers and clinicians to porters and domestic staff so that the whole system works. He talked specifically about how this approach was applied in March 2015 when the Trust had to improve its percentage of patients who left the ED within 4 hours to ensure we reached the Emergency Care Standard before the end of the financial year. Through collaboration the goal was reached and he went on to say that if it can be done ‘in March’ we can do it all of the time, therefore it is within our grasp to deliver excellent performance and excellent care.
My take home message from Mr Hartley’s talk is that, to be an effective leader you have to broadcast, involve everyone and be resilient. Through Team work and collaboration, effective, well performing, and safe care can be provided.
I particularly enjoyed how Natural Julian is when talking to individuals and to large audiences. He seems to really care about what he does and enjoys delivering great quality leadership. He involves everyone in the trust at all levels and encourages leadership from the bottom, which is well received by staff.