Leading - the changes in myself Joanna Nightingale THE START OF THE LEADERSHIP JOURNEY Recognition of my leadership skills at the start of the program Using Covey’s 7 habits of highly successful people: Be proactive Begin with the end in mind Putting first things first Thinking win : win Seeking first to understand, then be understood Synergise Sharpening the saw THE OUTCOMES OF USING THE COVEY HABITS I was told I would be a different person at the finish. I recognise personal differences exhibited after such a short time Increase in confidence and self belief. Realising I have the ability to help others develop and improve. Realising we are all “just people” trying to do our best Consideration to the mid and long term outcomes of the service, the well being of the staff and the patient experience Recognising the difference between urgent and important. Changing focus to “important” has reduced the “urgent” and increased efficiency and satisfaction Recognising my emotional intelligence and using it to it’s full potential. Giving staff the time and support they require has enabled them to become more confident and efficient Increasing the time spent in communicating with staff has resulted in a dramatic increase in staff self belief and positive attitude. People enjoy communication and respond well to this interaction Asking staff how they view their team members and their place within the team has unlocked a team synergy that did not appear to be recognised previously. Listening on 3 levels to hear the content, the feelings and the person’s intention has proved priceless Personally has been the hardest of all the habits to master. I do recognise now that for true leadership I must be comfortable to be me

Developing efficiency in blood sciences utilising the Lord Carter of Coles model Joanna Nightingale Current position: High throughput laboratory with sophisticated automation processing all primary care work for East Kent plus “in” and “out” patient samples around the Ashford area Two other laboratories at Canterbury and Margate have far less work being processed and appear less efficient in terms of samples but still require significant manpower to cover the acutely ill patients on both sites 24/7 Using Covey’s habits: Do we need 3 fully operational laboratories in East Kent, CPA compliant, 24/7 day working? Is this achievable and sustainable within current financial envelope? Asked staff for their views on future service models and how efficiency could be improved Started to consider the requirements of the clinical users of Pathology to further shape the future of blood sciences within East Kent How does this benefit the patient? Improved dwell time from sample collection to result delivery and diagnosis Utilising the staff skills more effectively improves quality of work and staff moral Rotation of staff between sites has started to remove the silo mentality seen in the past with no empathy for colleagues on other sites. Rotation of staff has increased staff skills and competencies Drivers for change: Lord Carter of Coles Financial pressures and value for money Correct skill mix of staff Lack of registered scientists nationally Sophisticated automation Creating the Carter laboratory: True continuous process of working pattern Right staff with right skills in the right place at the right time Synergistic sophisticated automation across all laboratory sites