L&M: the essentials

The RCoA Leadership and management series covers a spectrum of topics designed specifically for anaesthetists that are senior trainees and consultants

5 days left

Key details

Date: 3 to 4 March 2020 | Day one: 12:00 - 18:30 |Day two: 08:30 - 14:15

Location: Sheffield, Mercure Sheffield, St Paul's Hotel

Availability: Places available

Clinical content lead(s): Dr Monica Baird, Sally Baines, Dr David Throssell and Val Glenny

CPD credits: 8


The RCoA Leadership and Management series covers a spectrum of topics designed specifically for anaesthetists that are senior trainees and consultants.

The workshops are a balance of plenary sessions, group work and exercises with emphasis on real life issues, open discussions, up-to-date information and will provide time for one-to-one discussions.

The Essentials course will help you uncover your behavioural preferences and compare these to others, exploring how it impacts your working relationships. Learn how best to influence the Trust and your team to develop their service.

At the end of the course, you will have:

  • learnt about and had the opportunity to discuss NHS policy development and its impact on service delivery
  • gained insight into your own and others’ behavioural preferences and how this can impact on your working relationship; and different approaches to day-to-day activity
  • increased your understanding of how to influence the Trust and others to develop their service
  • begun to construct a personal development plan based on the Academy’s Medical Leadership Competency Framework.
L&M diagram

Find us here

Mercure Sheffield, St Paul's Hotel

119 Norfolk Street


S1 2JE

Tuesday 3 March 2020
13.00-13.45 Introduction and welcome

I didn't become a doctor to do this!
You will work with a number of scenarios which will be designed to highlight non-clinical issues that can affect the delivery of patient care.  For example team work, communication, trust policies and commissioning decisions.

The aim of this session is to highlight the importance of having some understanding of the non-clinical aspect of your work to function effectively.

15.00-15.15 REFRESHMENTS

How the NHS works: The story so far
The aim of this session is to ensure that you have a reasonable grasp of the NHS as an organisation, how it has evolved and the importance of policy changes on he way in which services are both commissioned and provided.


What you bring to the party: The Myers-Briggs Type Indicator (MBTI)
This session will use this well known psychological instrument as a catalyst for exploring personal preferences, its impact on working style and how you might manage relationships.

18.30 CLOSE OF DAY 1

Speaker and Informal Drinks Reception
Dr David Throssell, Former Medical Director, Sheffield Teaching Hospitals NHS Trust

Click here to download the programme

Wednesday 4 March 2020
09.00-09.30 Reflection on previous day

Building a case for service development
A chance to explore and discuss the elements necessary to effect change

10.45-11.00 REFRESHMENTS

The principles of negotiation and their application
Resolving differences to create productive relationships at work

12.00-13.00 Personal development planning: The principles and practice of objectives
13.00-14.15 LUNCH AND CLOSE

Please note that the programme and timings are subject to change


Click here to download the programme


L&M Intro


Val Glenny
Course Leader for the Leadership and Management Programme

Val Glenny is the RCoA long standing course leader for the Leadership and Management programme.  She is an experienced facilitator and expert in organisation development and behaviour. 

She has worked in the NHS for around 20 years, the last 13 independently.  She spends a good proportion of her time working with clinicians at all levels and in all sectors on the non-clinical issues they face in their daily working lives


Sally Baines
Joint Course Leader for the Leadership and Management Programme

Sally has over 10 years’ experience in board level roles in the NHS in a range of HR and OD/transformation roles working with a wide range of senior teams, executives and chairs. A qualified nurse, Sally retains a passion and commitment to the NHS and improving patient care.  Her 30 years’ experience in the NHS has seen her working in primary, secondary, regional and national tiers as well as in systems leadership roles. Her last role was Regional Director of People and Organisational Development for NHS England.

Sally is a Fellow of the CIPD with a Masters in HR Management. She is also a trained MBTI practitioner, Insights Discovery practitioner and 360-degree feedback facilitator. She is a qualified executive coach and mentor.

With a keen interest in leadership in the NHS she now enjoys focussing on providing leadership support to the NHS at an individual level through executive coaching and team/systems level through leadership interventions and facilitation.


Dr Monica Baird
Deputy Medical Director, North Bristol NHS Trust

Monica is a Consultant Anaesthetist and Deputy Medical Director at North Bristol Trust, a large acute hospital in Bristol.

Before moving to work in Bristol, Monica worked clinically and in senior leadership posts at the Royal United Hospitals FT in Bath, specialising in anaesthesia and chronic pain management and as a senior manager in several roles culminating as Head of Surgery, which was largely operational.

Her area of particular expertise is in medical staff management, from more traditional aspects of managing medical staff to people development and wellbeing.

Dr David Throssell, Former Medical Director, Sheffield Teaching Hospitals NHS Foundation Trust
Evening Speaker

After training in Nephrology in Leicester, Cardiff and Sheffield, David was appointed as a Consultant in Renal Medicine at the Northern General Hospital, Sheffield in 1997. In 2000, he became Clinical Director for Renal Services, a post he held for seven years before taking up the post of Deputy Medical Director at the Sheffield Teaching Hospitals NHS Foundation Trust. In 2012 he was appointed as Medical Director of STHFT, which following a merger with community services had become a combined Acute and Community Trust, and held overall Executive responsibility for clinical governance and patient safety; CQC relationships; research, development and innovation; medical education; informatics; mortality and end of life care; mental health in the acute setting, and in liaison with the Director of HR, employment issues relating to career and training grade medical staff.

He remained in post as Medical Director until his retirement from Sheffield Teaching Hospitals in 2019.