Abstract
This article provides a case study on the transformation programme undertaken by St Mary's NHS Trust on St Mary's Hospital. This programme developed a multidisciplinary leadership community and performance coaching culture to unlock staff potential under difficult operating constraints. Leaders from a range of multi‐professional groups were developed as coaches to support the transformation programme of St Mary's Hospital.In partnership with performance development consultancy Lane4, action learning groups and 360 degree feedback were used to create a more open culture where people felt they could air their opinions and suggest operational solutions. This caused a positive ripple effect throughout the hospital. Return on investment was demonstrated by cost savings and efficiency improvements, ultimately leading to better patient care.
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