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North West Mentoring Scheme

Annual Conference 19th June 2012 Mindfulness in Mentoring The Barton Grange Hotel, Preston, Lancashire


North West Mentoring Scheme Annual Conference 2012

Programme of the Day 09.30 -10.00

Registration & Networking

10.00 -10.15

Welcome & Scheme Update, Rob Booth

10.15 -11.00

Conference Introduction - Deborah Arnot “How Mentoring Delivers Results”

11.00 -11.15

Break

11.15 -12.30

Key Note Speaker - Anne Benson “Mindfulness & Engaged Leadership”

12.30 -13.30

Lunch

13.30 -14.00

Awards

14.00 -15.00

Workshop 1: Taravandana & Vajramudita “Developing Mindfulness Through Relaxation & Meditation“ Workshop 2: Su Fowler-Johnson “Awareness of Emotions and Using ‘Self’ in The Mentoring Process”

15.00 -15.15

Break

15.15 -16.15

Workshop 3: Taravandana & Vajramudita “Developing Mindfulness Through Relaxation & Meditation“ Workshop 4: Emma Dawkins “Building Resilience Through Being Aware of What We Tell Ourselves”

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15.15 - 16.15

Closing remarks

16.30

Networking

Men tor in g for in n ov ati on, i ntegrat i on and l eadershi p


Welcome to the 2012 NHS North West Mentoring conference. I am delighted that so many of you have been able to join us at the Barton Grange Hotel. Once again it has been an incredible year for the Scheme with our membership continuing to grow. I feel so fortunate that we have such a loyal membership and the ongoing success of the Scheme is down to your continued commitment to developmental mentoring and the benefits both personally and professionally that this brings. Our theme for this year’s conference is ‘Mindfulness in Mentoring’ and we have put together a full programme where you will be able to discover the links between mindfulness and leadership, and gain an understanding of it’s principles and

applications of mindfulness. There will be opportunities to practice some techniques yourself in the afternoon sessions. I am really grateful for all our speakers and facilitators who have taken the time to join us - it’s great to have so much expertise at the event. The conference brings together months of hard work from the whole team and I’m sure you will agree that they have done a fantastic job. I hope you will find time to meet up with old and new friends throughout the day and remember to give us your feedback!

Rob Booth Manager North West Mentoring Scheme

Enjoy the day, Rob

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NHS NorthWest Leadership Academy We all know that the NHS continues to go through a time of unprecedented change, bringing with it a whole range of new and complex challenges, with resilience and individual support needed now more than ever. The North West Mentoring Scheme is strategically led by the NHS NW Leadership Academy and exists as part of a regional solution to facilitate that much needed support. The NHS NW Leadership Academy encourages all delegates on its wide range of leadership development programmes to access a Mentor as part of their leadership journey. On completion of programmes we also ask delegates that have not already done so, to train as Mentors to be able to offer the beneďŹ t of their learning and expertise to others within the NHS. The Mentoring Scheme continues to go from strength to strength, building links across organisations and localities and working with speciďŹ c professions and staff groups to embed mentoring as part of the internal support infrastructure as well

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as offering a regional option to widen perspectives across organisation boundaries. The Scheme has done a fabulous job over the past year working with Mentoring Champions across the region, to be able to train Mentors within their own organisations, increasing the capacity of Mentors in the North West and the ongoing sustainability of mentoring within organisations. We really hope you enjoy today and continue to offer invaluable support to the North West Mentoring Scheme both personally and within your organisations. Kind regards, Dawn Nisbet, Talent & Corporate Manager NHS NW Leadership Academy

Men tor in g for in n ov ati on, i ntegrat i on and l eadershi p


Introduction to the Conference Deborah Arnot is Interim Director of the NHS North West Leadership Academy. She has had a pivotal role in developing the NHS NW Leadership Academy since its inception in 2007; and has worked with colleagues and key stakeholders to ensure that the Academy continues to deliver relevant, responsive, timely leadership development for senior leaders within its 79 member organisations.

with 2 major mergers, a Foundation Trust application and worked strategically on clinical governance and organisational development in a variety of roles.

Her NHS career started clinically as a student nurse in 1981, progressing in seniority through a variety of roles including the Intensive Care Setting, before working managerially locally, regionally and nationally.

During her 30 plus years in the NHS she has always mentored and coached, informally and formally and is passionate about the development of staff to ensure the most efďŹ cient, safe and quality services for patients.

She has worked regionally on the leadership and organisational development agenda for a number of Strategic Health Authorities and was NW programme manager for the National Clinical Governance Support Team.

Deborah Arnot Interim Director NHS North West Leadership Academy

She was closely involved at a local level

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Key Note Speaker Mindfulness & Engaged Leadership

Anne Benson Senior Consultant Leadership The King’s Fund

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Anne joined The King’s Fund from the Royal College of Nursing in July 2009. Anne is an educator, manager and clinician with 30 years’ experience of working in and with health and social care services. She began her career as a general nurse, moved into mental health nursing, and for the last 20 years has been working in work-based education and development, primarily in the fields of leadership, team and organisational development. During her career Anne has worked in in-patient, community and primary care services with experience of working in the NHS, local authority, higher education and third sector services. Anne’s approach to development is to create conditions

which enable people to find their own individual and collective solutions to challenges and situations. Anne has led and contributed to the design and delivery of numerous development programmes for health and social care organisations across the UK and internationally. She has a particular interest and expertise in organisational and team dynamics. Anne has a degree in education and two Masters degrees, one in Sociology and Qualitative Research and the second in Organisational Consultancy, from the Tavistock Clinic. She has recently completed training as a Cognitive Analytic Therapist.

Men tor in g for in n ov ati on, i ntegrat i on and l eadershi p


The King’s Fund is a charity that seeks to understand how the health system in England can be improved. Using that insight, they help shape policy, transform services and bring about behaviour change. Their work includes research, analysis, leadership development and service improvement. They also offer a wide range of resources to help everyone working in health to share knowledge, learning and ideas.

New style of NHS leadership could deliver better patient care and financial performance says The King’s Fund’s recent review A year-long review carried out by The King’s Fund argues that a new style of leadership in the NHS could deliver lower mortality, better patient experience and outcomes, and financial savings. Drawing on seven commissioned papers and numerous submissions, the review highlights the links between organisational performance and leaders who engage staff, patients and others in improving care. Chris Ham, Chief Executive at The King’s Fund said: “The NHS is facing unprecedented financial and organisational challenges. The need to improve service quality, while finding £20 billion in productivity improvements by 2015 and implement the NHS reforms, means that effective NHS leadership has never been more important. Our

review reveals a compelling business case for leadership based on stronger engagement between staff, clinicians and patients. Instead of making swinging cuts to the number of NHS managers, our research suggests that a new style of leadership could significantly improve financial and service performance. “The reformed NHS must leave behind the command and control culture that has dominated health policy in the last decade and develop leaders who can engage others to deliver further improvements in performance and patient care.” To download your own copy of this report, published in May 2012, please visit www.kingsfund.org.uk and go to the Publications link.

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Workshop Facilitators Annual Conference 2012

Taravandana

OD Advisor Blackpool FT/Freelance OD Consultant and Coach During her thirty year NHS career, Taravandana has developed a comprehensive knowledge of coaching and development and specialises in: career coaching, interpersonal skills, mindfulness and conflict resolution, team building, Myers Briggs Type Indicator (MBTI) in coaching and teams, psychology and coaching, emotional intelligence and coaching supervision. Taravandana’s philosophy is that given supportive conditions we can all achieve our potential and that we all have inner resources. This has been her experience and is also informed by more than 20 years of practising Mindfulness and Meditation and values that are deeply influenced by the Buddhist tradition. Taravandana combines empathy and support with constructive challenge, enabling

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individuals to bring about change, maximize their contribution and increase their levels of fulfilment.

Su Fowler-Johnson

Director, PACE Consulting Su has gained significant senior management experience in both public and private sectors. Having spent twenty three years working in the NHS, her diverse experience has allowed her to develop expertise in working within politically sensitive and complex situations. As a consultant, Su has led on a range of large-scale consultancy projects that have spanned change programmes (including clinical engagement in response to NHS reforms). She has experience of working with boards and senior teams, designing interventions to support changes in services, culture, team and organisational resilience and leadership.

Men tor in g for in n ov ati on, i ntegrat i on and l eadershi p


Su is an energetic and enthusiastic facilitator, bringing constructive challenge and support to all her projects. She has particular expertise in the design and delivery of organisational development programmes including service commissioning, service re-design and team coaching.

Emma Dawkins

Assistant Director of HR (OD & Transformational Change) Emma is the Assistant Director of HR and OD at Blackpool Teaching Hospitals NHS FT where she provides training in resilience for managers and individuals as part of her role. Emma is also an in-house coach and action learning facilitator where she works with individuals and teams to review and develop self-awareness, self belief and effectiveness. An advocate of coaching and mentoring, Emma uses various tools and models to help people action plan for change and improvements and is a qualiďŹ ed MBTI and EQi assessor.

Vajramudita Armstrong Vajramudita Ltd, Realising Potential

Vajramudita is an energetic and authentic leadership coach and mindfulness trainer with a passion for developing connection, insight and imagination, to bring about transformation within individual clients and organisations. She has had a personal mindfulness practice for 20 years, is an accredited Breathworks Mindfulness Trainer and has been leading mindfulness courses in the North West for the last 5 years. She has worked with leaders and teams in several global pharmaceutical companies, public sector organisations, including several NHS organisations, and in the not-for proďŹ t sector. Vajramudita has specialist expertise in stress management training and challenging interpersonal communication. Her experience is that mindfulness practices bring about an increased sense of balance and perspective in the short-term and increased effectiveness in the longer term via enhanced connection with self and others, insight, imagination, tranquility, and resourcefulness.

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Mentoring Scheme Annual Awards

The North West Mentoring Scheme have established three awards to recognise the value and calibre of mentoring in the North West. The awards are peer nominated and have proven to be a real success in celebrating outstanding leadership and achievements through mentoring.

Mentor Exemplar A model mentor who represents the embodiment of mentoring ideals; non judgmental, reective, empathic and facilitative. Model Mentee This person has assimilated the ethos of mentoring and applied it practically to their professional life. Services to Mentoring A person or organisation that proactively promotes the NW Mentoring Scheme and mentoring in general.

The winners will be announced on the afternoon of the conference. Good Luck to all our nominees! 10

Men tor in g for in n ov ati on, i ntegrat i on and l eadershi p


Thank you to the Sponsors of this year’s Awards: We are delighted to support the aspirations of embedding ‘integration, innovation & leadership’ in the Northwest Mentoring Scheme, by donating a signed copy of Coaching & Mentoring at Work. The book is intended to be accessible and practical, whilst at the same time encouraging high standards of ethical and professional practice.”

For more than two decades they have delivered coaching and mentoring training, and helped to develop mentoring schemes with NHS Trusts and Postgraduate Medical and Dental deaneries, throughout the UK.

Mary and Julia are founder members of ‘Coaching & Mentoring Consultants’.

Dr Mary Connor Coaching & Mentoring Consultant

“Impact Consulting Psychologists are honoured to support the award of Mentor of the year. The flexibility and commitment that is needed to mentor colleagues in these changing times is essential in an excellent mentor. We believe that the right amount of support and challenge offered by the mentor together with a clear demonstration of their values enables the mentee to experiment with news ways of working in a safe environment. It is the combination of strategic thinking, operational effectiveness and emotional intelligence that makes an

It's a pleasure to sponsor the award for Services to Mentoring to applaud and acknowledge a person who has very clearly invested personal time and energy into setting up the opportunity for people to make changes professionally and personally that they would not otherwise have done.

This is an amazing personal contribution made by one person to support other people's development" Vicki Espin Corporate and Executive Coach and Director of The Corporate & Executive Coaching Organisation Ltd

excellent leader and mentor. As an organisation that applies the principles of occupational psychology to the world of business we are committed to helping individuals, teams and whole organisations to realise their full potential and that is why we are strong advocates of coaching and mentoring.” Shelly Rubinstein Managing Director & Chartered Occupational Psychologist Impact Consulting

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North West Mentoring Scheme Greater Manchester West Mental Health NHS Trust Harrop House Bury New Road Prestwich Manchester M25 3BL email: nwmentoring@gmw.nhs.uk web: www.nwmentoring.nhs.uk


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