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‘Making & Breaking the Maternity Experience’#Uclhmw2016 – A midwifery conference

Attending and presenting work on midwife wellbeing at , I was thrilled to see so much of one conference dedicated to supporting the midwife, as well as the mother. I was also keen to hear  Jacqui Dunkley-Bent update us all on the new plans for maternity services in 2017! – Bring it on!

-Improvement in Perinatal mental health in maternity services was highest on the agenda as we can see here – midwives were really responsive to making these a commitments a reality.

Yet we can see that NHS England is also looking to transform the workforce as part of this plan. There are so many ideas buzzing around my head at the moment that I am feeling dizzy… “so much to do and so little time” – As Willy Wonka would say.

We also saw how mothers are experiencing poor support in decision making…

Both  and  really must be heard by all midwives, everywhere, more often! Read more about these experiences here. …and here.

Women are roaring for change!

Christine Armstrong

There are so many great resources available from dignity in childbirth … We really need to challenge the way that women experience respect in maternity care.

And the #CaringForYou campaign?

Sadly, bullying still a real issue in midwifery, as  confirmed … punity, public shaming & undermining must stop.. We must be kinder to one another…remember why we became midwives in the first place and love each other for the critical safety of mothers and their babies.

…..more ❤️ is needed!

We must ‘Create a positive culture’ –   says at 

What can we do?

There is indeed much to be done. I wanted to personally thank , and @MaureenMcCabe15 (and their teams) for looking after me so well as a speaker at this conference myself. I have never been so well looked after at a conference 😘😍

And thank you to all of those who appreciated my presentation and engaged in this very important work. I love this particular image that people have been sending me (see below)…I believe it was created at the#BirthTrauma2016 conference & shares a powerful message 💜💙💚

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There really is so much to do and so little time!

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As a last thought introduced to us by Sheena Byrom ‘Midwives are humming birds never too small to make a difference’

Until next time – Take care of yourselves & each other ❤💚💙💛

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Reflecting on the #MaternalDeath report from @mbrrace as a midwife…💜

During the December of 2016, everyone involved in the provision of care for childbearing women (and the women themselves) began to reflect upon the findings of the latest Confidential Enquiry into Maternal Death. As a midwife, I am dedicated to supporting, protecting and caring for other midwives, childbearing women, babies their families. There is no doubt in my mind that these deaths have affected all of these groups profoundly, and society as a whole. But before we begin to reflect, let’s remember that the mortality surrounding childbirth (in the UK) is thankfully rare 

    

 

When we lose mothers…we also tragically effect babies…The Stillbirth and Neonatal Deaths charity (Sands) responds to new MBRRACE maternity report here

There is no doubt that we must learn from all of these  as the president of the explains here. Clearly there is much learning to do and many improvements to make. These key messages should remind us all to ask the question…start the conversation…notice the subtle clinical cues which alert us all to danger, react to risk and remain emotionally intelligent to the needs of childbearing women.

However, what struck me most was the sheer number of women who die from mental health related causes. The MBRRACE report found that “one in seven of the women who died during the period of review died by suicide. Although severe maternal mental illness is uncommon, it can develop very quickly in women after birth; the woman, her family and mainstream mental health services may not recognise this or move fast enough to take action”.

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You can read the ‘expert’ reaction to MBRRACE-UK report citing mental health as main cause of perinatal death here. Maternal mental health matters – toolkit now available from for those developing a community perinatal mental health service.

Learning to save maternal lives and making change happen will not only improve the lives of mothers, babies and families. It will also improve the lives of midwives, as they will be better equipped to give the care they would like to give as their job satisfaction improves. When the psychological wellbeing of midwives is left uncared for, maternity services may see less safe maternity care. When we care for midwives, the safety and quality of maternity care may also improve. This will in turn contribute to a reduction in maternal mortality rates. So when we are looking to improve maternity care for women, their families and their babies, lets make sure that we also look to support those who are caring for them. It really is two sides of the same coin.

What can we promote?

= That it’s “OK to ask”

How can we support women & midwives? = With trust, compassion & respect

How can we improve safety?

= Evidence based care & excellent communication

 

Preventable maternal morbidity and mortality is associated with the absence of timely access to quality care, defined as too little, too late (TLTL)—ie, inadequate access to services, resources, or evidence-based care—and too much, too soon (TMTS)—ie, over-medicalisation of normal antenatal, intrapartum, and postnatal care.

Although many structural factors affect quality care, adherence to evidence-based guidelines could help health-care providers to avoid TLTL and TMTS.

TLTL—historically associated with low-income countries—occurs everywhere there are disparities in socio-demographic variables, including, wealth, age, and migrant status. Often disparities in outcomes are due to inequitable application of timely evidence-based care.

TMTS—historically associated with high-income countries—is rapidly increasing everywhere, particularly as more women use facilities for childbirth. Increasing rates of potentially harmful practices, especially in the private sector, reflect weak regulatory capacity as well as little adherence to evidence-based guidelines.

Caesarean section is a globally recognised maternal health-care indicator, and an example of both TLTL and TMTS—with disparate rates between and within countries, and higher rates in private practice and higher wealth quintiles. Caesarean section rates are highest in middle-income countries and rising in most low-income countries. Although researchers partly attribute the increase and variable rates to a shortage of clear, clinical guidelines and little adherence to existing guidelines, multiple factors—economic, logistical, and cultural—affect caesarean section rates.

Quality clinical practice guidelines need to be developed that reflect consensus among guideline developers, using similar language, similar strengths of recommendation, and agreement on direction of recommendations.

Strategies for enhanced implementation and adherence to guidelines need multisectorial input and rigorous implementation science.

A global approach that supports effective and sustained implementation of respectful, evidence-based care for routine antenatal, intrapartum, and postnatal care is urgently needed.

There is much work to be done. Until next time, take care of yourselves and each other 💜💙💛

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Why we should welcome feedback and listen to those who raise concerns in both healthcare and research

Criticism and feedback can feel uncomfortable to both give and receive. It can be an awkward exchange, where both parties may be reluctant to let their guard down, concede to oversights, reveal any flaws and relinquish any feelings of responsibility. It can also be incredibly frustrating on both sides.

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But lets look at both sides of the coin rationally. Firstly, Why would someone offer feedback?

  • They want to make something better
  • They see an opportunity to improve something
  • They want to help you
  • They want something corrected
  • You, or someone else have asked them for feedback
  • They want to offer you their unique outsider/fresh eyes view of something that you may not be privy to.

These are all gifts, learning opportunities and avenues toward creating our best outputs. Here, we theorise that everyone who offers feedback has good intentions, which some may argue is unrealistic and naive. However, I am personally unwilling to lose out on the potentially invaluable gold dust of feedback for the sake of those who wish to meddle in mischief. The vast majority of those who enter both the healthcare and academic professions do so in order to contribute positively.

In order to feel valued and perform to the best of their abilities, healthcare staff must feel heard. This is the same for those in research. As such, whether we agree with the feedback we are given, it must be heard, examined, considered and then either acted upon or rebutted respectfully.

If you are doing your best, feel passionately about what you are trying to achieve and have worked hard to achieve something amazing, it can be hard to hear that there may be cracks in your work, despite all of your well intended efforts. You are also in the job to give your best and contribute positively. But you cannot know everything…so keep listening to those who have the ‘fresh eyes’ to see what you may not.

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Denial only denies you an opportunity to do better.

Lets look outside the box:

What is going on here?

Restaurant owner:

  • Wants her food to be good
  • Believes she has done her best
  • Defensive and protective about her achievements

Customer & Gordon Ramsey:

  • Wants good food
  • Wants mistakes corrected
  • Wants things to be better
  • Wants to be helpful and constructive
  • Has a new ‘Fresh eyes’ perspective from outside the organisation

The negative response to this feedback could mean:

  • The customer probably won’t return to the restaurant
  • The customer will avoid offering any further feedback
  • A missed opportunity to make things better
  • The expert will at some point back away from offering further assistance
  • The restaurant may fail to reach its full potential

FYI – These restaurant owners always achieve great things for their restaurants once they listen and act upon feedback

Reflection: Can we apply these roles to some of the roles active healthcare and research? (Including our own)!

Don’t despair!… If you get everything right, all of the time, you miss new opportunities to learn

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Some of my early academic papers were really very terrible. Some of the work I do now is muddled at first. I make mistakes, everyone does. I am in no way perfect, nor do I alone have all of the skills to change the world. I need help. I welcome help and input from those who can fill in for the skills I do not have and the knowledge I cannot yet see. This is why I welcome feedback and listen to those who raise concerns. In fact I grab every opportunity to do so.

In exchange for this, my work improves, I see new opportunities to thrive, new ideas are generated and collective collaborations make our outputs much stronger. Success.

If I had been steadfast in feeling that because I was so passionate about the work I was doing, nothing could possibly be wrong with it, then I would have missed the chance to create something better. Yes, it used to be frustrating to hear criticism. But this frustration can be turned around.

Once you see that a criticism is not a personal attack, it becomes a welcome guest.

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More recently, I had a paper accepted ‘No revisions required’. I was worried. I wanted feedback, I wanted changes made, I wanted other people to weigh in on my work and check for anything I may have missed. This is because I knew it would be a stronger paper having been ripped apart and then put back together again….made better.

Everything I have ever done has always been made better when others have offered their ‘fresh eyed’ feedback. Here are my top tips for making the most out of feedback.

  • Welcome and invite it
  • Listen to it, consider it and evaluate it
  • Let down your defenses (It is not an attack – people want to help)
  • Feedback on your feedback – Tell them how it was used
  • Actively search for those who can offer a ‘fresh eyed’ perspective on your project
  • Never attack those who offer you valuable feedback (They will avoid doing it again!)
  • Know that it is OK not to be perfect, you cannot do everything all of the time
  • Avoid blinkered approaches like ‘I know what is best’ & ‘Nothing can be wrong because I worked so hard for it not to be’.
  • Offer your own feedback to others – It will not only help them, but it will make you feel good and contribute toward the collective goal!

We all want to be the best we can be. We need to role-model and make things better for everyone. We need to lift each other up with support and praise.

Let go of your defenses and welcome new opportunities for success.

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Until next time, look after yourselves and each other 💙💜💚

 

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Mentorship in healthcare and research: Role modelling for excellence

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Mentoring, coaching, role modelling, training…. leading….Whatever you want to call it, I would be nothing without it. That phrase was once hurled at me as an insult…

YOU WOULD BE NOTHING WITHOUT ‘X’ – Well yes..That is true.

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Workplace cultures in healthcare and research are created and shaped by what we do rather than what we say. Simply put, the way we behave is how we end up living. Although we can all be influenced by what we see, hear and experience …YOU can choose how you will and won’t behave. You can equally decide what behaviour you will and will not accept from others. But who will show us the way we want to go?

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As I remember training to be a midwife, many people said …”‘take the good bits and leave the bad bits’ out of your own practice, as you develop and grow alongside your mentor”. I did this, and yet it took me a long time to define who I wanted to be as a professional. Some mentors were good, and some mentors less so – personal preference perhaps?… Many tried to direct the way in which they wanted me to go, and it took great courage for me to challenge this directive behaviour. However, as my career progressed, I was able to study Leadership in health and social care at Masters degree level. This really helped me to understand the theories behind good and bad mentorship…

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A good mentor:

  • Has confidence in you
  • Trusts you
  • Empowers you
  • Gives constructive feedback
  • Wants you to succeed
  • Supports your new ventures
  • Listens to your new ideas
  • Identifies your strengths and helps you develop them into constructive outputs
  • Identifies your weaknesses and helps you manage them effectively
  • Shares their wisdom
  • Gives you wings to fly
  • Behaves with integrity, professionalism and dignity
  • Inspires you
  • Is kind to you (and others)!
  • Feeds your passions and thirst for new opportunities
  • Invites you into their network of expertise
  • Grows with you as you as a professional

A bad mentor:

  • Is concerned only with their own success
  • Talks about doing things that never happen ‘All talk’
  • Is always negative about everything and everyone
  • Is never around
  • Cannot commit to your development
  • Bullies you
  • Dictates how you must behave
  • Doesn’t pay attention to the way you would like to develop professionally
  • Never admits when they are wrong
  • Refuses to believe that you may know more than them in certain areas
  • Compares you with others (negatively)
  • Never lets you progress
  • Kills your confidence
  • Makes you feel bad about yourself

Once you find your way, it is important to find the courage to decide which behaviours you are willing to accept, and to role model yourself for the benefit of others. These are important choices to make, as they will contribute to the cultures in which you and your colleagues will be working. Ask yourself the following:

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  • What do you need in order to be productive?
  • What do you need from others in order to thrive professionally?
  • How do you want to behave?
  • What are you willing to accept?

The answers to these questions must be acted upon. Have the courage to communicate these needs…Others will want you to succeed, they will appreciate this information…

…If not…..are you willing to accept that?

My final tip for ultimate success is to find your flock. Gravitate towards those who inspire you… hang around with those who allow you to fly…. learn from those who lift others up and share your thoughts with those who seek out change.

I would be nothing without my ‘Flock’…my wonderful mentors and my inspiring colleagues.

Each and every one of us ‘mentor’ a growing professional every day (whether we realise it or not)! Therefore each and every one of us needs to decide how we want to behave every day..We all create the workplace cultures, leaders and workforce of the future. Lets create something wonderful…

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Thank you to all of you wonderful mentors out there….

Until next time, look after yourselves, and each other 💙💜💚

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The #DNAofCare …Listening to #NHS staff Stories #Exp4ALL

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This excerpt from Patient Voices explains  what this project is about…”Just as care in the NHS is free at the point of need, NHS staff carry within them a vast reservoir of expertise and experience that is free at the point of telling: their unspoken, unheard stories of care and caring.

The intertwined relationship between patient care and staff well-being has been likened to the double helix. And so the stories we tell each other are like the DNA of care, transmitting information and shaping cultures, offering learning opportunities and, sometimes, healing.

There is often a cost to gathering these stories, but… as the wonderful Dr. Karen Deeny (Head of NHS staff Experience from NHS England) explains…

In the first half of 2016, NHS England funded Patient Voices workshops for staff to create their own digital stories about working in healthcare. The intention is that the stories will be used to help other people understand the reality of working in healthcare so we may all learn from experiences, both good and bad; sharing stories in this way helps contribute to healthcare that is safer, more dignified, more humane and more compassionate for everyone.”

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The event in London on the 2nd November 2016 was a showcase and celebration of these stories, in a bid to make real change and create new knowledge and understanding within the healthcare services. I really enjoyed the day, made some wonderful reflections and saw some real transformations. I was honored to be there and hear these private, powerful and passionate NHS staff stories shape the DNA of the care that we all give.

We sat in a wonderfully intimate London Cinema patiently waiting to hear the stories and insights from NHS staff in relation to a multitude of clinical and very personal events. The storytellers were able to introduce their stories personally, having created them over a period of 3 days, where they had clearly invested their heart and souls in communicating the greatest joys and pains of their work and their lives as they experienced them.
Thank you for sharing.
All of the staff stories can be accessed here… But for me, the most powerful story was Claudia’s story…’Pieces’..
Claudia has worked and lived in different countries, and different parts of one country. Medicine, healthcare, cannot save everyone and when death, severe illness or harm happen unexpectedly ,a serious untoward incident (SUI) has to be reported. This is one story of one incident and one team in a hospital somewhere.
This story really shows how an entire team of staff can be directly affected by a patient event. This is really poignant when we look at a case from the ‘back door’… the ‘locked door’ that most of us rarely think of or see. When a patient dies….we are patient and family focused. It perhaps feels selfish or wrong to think of the pain, fear and blame that staff may simultaneously be feeling….Feelings of ‘What if’.
Lessons are learnt and improvements are made. But the staff may leave, react poorly or feel unable to go on. They will also be shaken to the very core….their professionalism and competency tested to the limits of idealized ‘coping’. Nobody can take ‘The magic resilience pill’ for this.
As a midwife, I could personally relate to the story graciously shared by Rachel Scanlan (@rgscanlan) – There are no words to really add to this deeply emotive story. To me it was actually an experience to be seen and reflected upon in private silence. The respect and dignity of the events shared are highly personal, and yet I know that many midwives will be able to relate to these same thoughts, feelings and experiences. The tenderness described between those involved is truly heartwarming. I can only wish for greater targeted support for those midwives who share these emotionally laborious life experiences in partnership with colleagues and the families they care for. Thank you for sharing this. I will certainly be sharing this story in order to drive better outcomes for maternity services and the midwifery profession as a whole.
It was poignant that we listened to emotional NHS staff stories on . There were many strong messages I took from the day.

Dr. on the importance of a positive Staff experience. “It’s not an ‘indulgence’…it drives better outcomes!”

 

Two final thoughts or observations for me were as follows. It was seemingly the brightest and most passionate NHS staff who had been worn down and disenchanted by their NHS workplaces, having been left unheard and unsupported. These bright sparks were then moving into academia where their ideas and talents can be nurtured and turned into really meaningful change. In essence, we are loosing the brightest talent from front line services, as they are told to ‘keep their heads down and get on with the job’. This experience resonates with me personally as I too.

Ultimately it is this message that I took from the day…

It is also this message that I intend to take forward in my own collaborative work projects. The collaborations and inspired connections that I made at this event makes me ever more hopeful that we will all come together with this shared vision and drive to make things better.

The way we intend to make things better is by focusing on the relationship between the NHS patient experience and the NHS staff experience….the .

As you can imagine, the Twitter activity on this event was fairly inspiring -> Check out  for more reflections from this event…

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Why the health, wellbeing & engagement of #NHS staff matters..financially, practically & morally speaking…

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I spend a lot of my time talking to clinicians, managers, commissioners, those outside of healthcare and leaders about the importance of promoting and supporting staff wellbeing within the #NHS workplace. Some are already on board with the reality that excellence in healthcare simply cannot happen in the absence of a workforce that is cared for and nurtured to thrive. Others feel discomfort at the thought of caring for staff when the ‘patient comes first’ and some simply don’t know what to do for the best. In any case, nobody seems to want to destroy the NHS workforce (correct me if I am wrong)!… and everyone seems to want to learn more.

A good staff experience where staff feel ‘engaged’ is critical to  achieving excellence in healthcare…What do we mean by ‘Staff Engagement’?

‘Institute for Employment Studies (IES), defined staff engagement as a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement which requires a two-way relationship between employer and employee (Robinson et al 2004, p 4).’
Recently, I was asked to provide some evidence as to why the wellbeing of NHS staff matters by someone else who was keen to make a difference in this area. They needed to make the case to others in order to make change happen. I imagine that lots of other change makers will be needing to provide evidence too, and so I have set out some arguments for the case below. I hope many of you will find it useful to have some of the arguments in one place.
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Please feel free to share this evidence widely with others…. If you have other evidence to add to this, please feel free to comment below…

(There can never be too much to share)!

Financial reasons to care for NHS staff:

Over 2014/2015, the NHS Litigation authority (NHSLA) paid over £1.1 billion to patients who suffered harm and their legal representatives, this coming year it will be c £1.4 billion and with accumulated provisions in our balance sheet of over £28 billion further significant increases are already in the pipeline. When staff are unwell, in psychological distress, communication is hampered by poor working cultures and there is a lack of staff engagement, NHS staff are more likely to make medical errors (Hall et al, 2016).

Good staff health, wellbeing & engagement = reduced medical errors = reduced litigation costs

Estimates suggest that recruiting a nurse from overseas costs between £2,000 and £12,000 and return-to-practice costs some £2,000 per nurse, while training a new nurse costs around £79,000. Additionally, recruitment costs to replace staff who leave owing to work-related stress and/or poor job satisfaction is estimated to be £4500 (More for senior posts). As such, in order to get best value for money, the NHS will need to work hard to retain and recruit a high quality workforce.

Good staff health, wellbeing & engagement

= Increased recruitment and retention = Best value for money

Staff sickness absence rates cost an estimated £3.3million annually per NHS organisation. When staff are absent, there is the added cost of agency staff to fill in gaps (The NHS Improvement team now expect the NHS to spend a total of £3.7 billion on agency staff by the end of the 2015/16 financial year).The Francis inquiry into Mid Staffordshire also exposed the consequences for patients and staff of not addressing this issue of staff morale and sickness. Typically, if an NHS organisation reduced staff sickness rates by a third,it would provide an additional 3.4 million working days a year for NHS staff, equivalent to 14,900 full-time staff, saving an estimated £555 million.

Good staff health, wellbeing & engagement = Decrease in sickness absence = reduced agency/sickness spend & therefore, improved patient care

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(Image source :http://www.slicedbread.co.uk/solutions/employee-engagement/)

Practical reasons to care for NHS staff:

Ultimately and practically, the NHS exists to provide high quality and safe care to patients. Evidence so far shows that better staff health and wellbeing is associated with improved patient outcomes.
Some of the many benefits to improved NHS wellbeing is that better staff health results in lower infection rates and lower standardised mortality figures. The Keogh review of 14 hospital trusts with high patient mortality rates found all these trusts also had higher levels of staff sickness, compared to national average.

Good staff health, wellbeing & engagement = Safer and higher quality patient care

When an NHS organisation invests in staff health, wellbeing and engagement, they improve their ‘Brand’. Branding is one of the most important aspects of any business, large or small, and its impact shouldn’t be underestimated when it comes to engaging staff with health and wellbeing initiatives.

Good staff health, wellbeing & engagement = Your NHS organisation looks good & therefore attracts more staff

A report from the Kingsfund suggests that job satisfaction, organisational commitment, turnover intentions, and physical and mental wellbeing of employees are predictors of key organisational outcomes such as effectiveness, productivity and innovation. Everyone wants more of these things..right? They all have the potential to save money and improve the safety and quality of care.

Good staff health, wellbeing & engagement = Higher productivity, staff effectiveness and innovation = Cash savings and better services

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Moral reasons to care for NHS staff:

Staff are entitled to a psychologically and physically safe professional journey. Caring for them is not an optional issue, it is an ethical one.

 

When staff are well cared for, they experience greater job satisfaction, improved morale and general wellbeing. Few aspire to be ill, and many feel great shame in letting others down or asking for help.
Where the emotionality of distressing work  remains unrecognised and void of support, distorted thinking, emotional distress, reduced productivity, increased sickness rates, poor decision making, and maladaptive patterns of behaviour may present. Physical symptoms can also result, where severe job stress evokes irregular menstrual bleeding patterns for female healthcare workers, poor sleep quality and bodily exhaustion.
The NHS workforce is one of the largest work forces in the world. They are patients, they are the public, as are their friends and families. As such, by caring for this group, we are also caring for a large part of society. Moreover, there is also a strong statistical link between the wellbeing of staff and patient satisfaction. This means that if we are failing to care for staff, we are also missing an opportunity to improve patient satisfaction.

Good staff health, wellbeing & engagement = A nice and decent thing to do for all.

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There are many more reasons for NHS organisations to care about the the health, wellbeing & engagement of their staff..Financially, practically & morally speaking… Please feel free to add these below.
I hope that these few facts and figures can be shared and used to convince everyone throughout the NHS of these facts. Many will say that it is the patient that must come first. However, I argue that excellence in health and social care may only be achieved if both the staff and patients are cared for equally, as they work in partnership to achieve the best outcomes.

Looking for ways to turn this vision into practice? See my blog on 20 ways to create a thriving NHS workforce here

Until next time, look after yourselves and each other 💛💙💜💚.
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Masterclass: 10 Top Tips for Winning a National Institute for Health Research (NIHR) fellowship award

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This week, I have been engaging with National Institute for Health Research (NIHR) funders, in a ‘bid’ to learn more about the fellowships currently available to researchers. This masterclass was held at @unibirmingham, and it really was a great opportunity to speak to the funders and get some sound advice on how and what to apply for. In this blog I will share 10 top tips which have been formulated as a result of attending this masterclass. I hope this may help other applicants (like myself) to maximise their chance of success.

  1. Firstly, know which type of award is best for you and your future plans and ideas. I will be applying for a post-doctoral fellowship as an early career researcher.

 

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2. Contact the Research Design Service early…talk through your ideas, take advice and learn all you can. This service can point you towards other team members, experts to talk to and new ways of thinking. They can be involved at every stage of your application and they really do give great feedback.

3. Once you have the basics of your project together, think about designing the right team. If you are planning at RCT for instance, who is on your team who can help you with that? Do they have the right expertise? Seek out the right mentors, collaborate outside of your institution, start building relationships with people who you can work with throughout your fellowship (and hopefully throughout your career)! The NIHR want to see that you will be well supported to succeed.

 

What are the chances of success?

Competition is fierce! – Make sure you stand out!

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4. Make your application logical, clear and really show that you can demonstrate the impact and trajectory of your research. How will you disseminate your research (other than papers and social media) – Could you make a film? Hold a dissemination event? Additionally, make sure you answer every section in detail and check your application against the current guidance materials.

See full and official NIHR guidance here

5. Set out your own personal career goals and create a comprehensive training plan. This is where most applications fail. This is not just a list of courses you will take. This is about who will mentor you, where you will learn, can you arrange a secondment? Work experience? International conferences? – How will you grow and develop into an independent researcher? – Why should they invest in you as a person?

 

 

6. How will you involve patients, end users and the public in your research? Patient and public involvement (PPI) will form a key component within your application, and should feature throughout your research plans. Involve is a great place to start. You can apply for a small £500 grant to carry out PPI activities before submitting your fellowship application, ask your regional RDS service for more details, and be sure to include the results of these activities within your application!

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7.What if you get called for an interview? Make sure you know your application inside out (it may be a long time since you submitted your application – and you may be asked some really complex questions by people who are not experts in your field!)

 

 

8. Be sure to have mock interviews with your peers (they will be much harder on you than the interview panel). Challenge yourself, be willing to change your ideas in response to feedback. Embrace every opportunity to improve!

9. Be yourself. Yes you will be nervous, but the panel wants to see who they are investing in. Its OK to show personality and be ambitious. They want to invest in new talent, the research stars of the future. Show them your potential. Don’t be afraid to take criticism – engage in constructive dialogue throughout, yet leave the panel with a punchy take away message where they can see your potential and future trajectories.

10. Be on time – don’t miss deadlines, arrive early to the interview and be ready to showcase yourself and your ideas. The NIHR want to fund you…they want to spend tax payers money wisely. Leave them in no doubt that both you, and your project are worth it. You are the future the world needs to see!

 

See full and official NIHR guidance here

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Until next time, look after yourselves & each other..💜