Abstract
ABSTRACT COVID-19 presented a huge unplanned pressure on health resources worldwide. Across the NHS, different approaches have been utilized to respond to the crisis. Leadership figures across services were faced with difficult decisions with potential scarcity of resources never before seen by NHS providers. In the medium-sized District General Hospital where I am based, one of the key changes implemented, was the placement of a Junior Doctor into Hospital management and Leadership teams. Under direct supervision from the Medical Director and Associate Director of Medical Education, I was released from a significant proportion of my clinical work to provide leadership and oversight into decisions affecting junior doctors. As a Foundation Doctor in my final rotation of Foundation Year 2, this provided a unique experience to not only observe senior policy and strategic decision making, but also to lead on several projects. Coming from a Trust with historically poor performance metrics in trainee experience, it was recognized that this was an opportunity to instigate both structural and cultural change across divisions. This article will discuss the lessons learned from this experience, highlighting areas for improvement, with the hope of empowering junior doctors to take senior leadership roles in the future.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
