Leadership & culture in healthcare

Brief introduction to series 4 where we will be discussing leadership and culture with CEOs of local government organisations- county councils; unitary councils; city councils; district councils. Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Discussion based on the three episodes in the series with CEOs of independent health care providers.David Hare discussed what the sector does, the similarities in culture with NHS providers, the future developments that are likely to happen and how the sector can work hand in glove with the NHS to deliver local healthcare. Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Formed 60 yeasts ago, Ramsay Health care work across many health care sectors and within many continents of the world. In the UK they operate 37 hospital units after entering the UK healthcare market 15 years ago.Nick Costa has worked in healthcare for 17 years and previous had roles in the logistics, retail and manufacturing sectors. His approach and interest is in providing a great customer focus and making a difference. The company works as a partner with the local NHS organisations - UK wide it is responsibility for 3% of NHS elective activity.Ramsay bases itself on clinical excellence; focus on logistics and ensuring it support to staff well. In the recruitment phase clarity on roles and expectations is important; recruit for behaviours and values base and include into the team environment within the recruitment process to ensure a great “fit”. Operating across so many units and a large geography, maintaining a good culture in the organisation needs: 1) team events to bring people together. 2) ensure customer feedback is provided to each operating unit. 3) support local leadership teams to lead with clear expectations. 4) ensure the executive team are visible and out and about. 5) cluster units together to provide leadership and operational support 6) ensure everyone is aligned through the strategic intent, down to units and personal objectives 7) great communication 8) keep hierarchy flatNick describes his leadership approach, what has supported him and what helps him keep a healthy balance to sustain himself.Looking ahead, Nick describes how we need to break down the barriers between the NHS and the independent sector. The independent sector must and wants to, train more and provide the space and activity to ensure that happens. The IS world can do more to share great practice and extend what is does on behalf of the NHS.Finally Nick describes how accountability and responsibility in our organisations and the NHS needs to be strengthened.Website:https://www.ramsayhealth.co.uk/](https://www.ramsayhealth.co.ukLinkedin:https://www.linkedin.com/in/nick-costa-22b85a20?utm\_source=share&utm\_campaign=share\_via&utm\_content=profile&utm\_medium=ios\_app](https://www.linkedin.com/in/nick-costa-22b85a20?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app) Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Keith started his career as a Dr working working in primary care, hospitals and anaesthesia for 15 years focusing on cardiac and neuro specialisms followed by stints in the private sector and the World Health Organisation.Intrigued by partnership models in insurance models he worked in roles that were based around behavioural change and rewarding people for making changes in their lifestyles. Premiums are lowered for those who make changes - evidenced by data and analysis.Vitality have experienced that it takes 7-10 weeks to break a habit and make change in lifestyles.The applicability of this approach to the NHS would be:Offer health checksTrack their physical activityUse prompts to make lifestyle changeThe approach to supporting staff to be healthy revolves around incentivising them to make change and achieve “gold level’. The same approach could be used in the NHS.Why don’t Boards report on how they are supporting staff to be healthy - not just their core workforce statistics on absences etc.Reflecting on the differences between the independent sector and the NHS, Keith defines - innovation, flexibility and standards. Consultants sign up with the clear knowledge that they will be judged against patient feedback, and data on clinical outcomes - therefore consultants are chosen to work for them on best outcomes, which minimises cost to the insurer.As Keith looks to the future and steps down from the Managing Director role in not too distant future, he reflects on what he is likely to be spending his time doing.@vitality_UKhttps://www.vitality.co.uk/(https://www.linkedin.com/in/keith-klintworth-b7739b?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app) Matthew Winn, podcast host and an experienced leader in healthcare in the UK.