BAME image C (px).jpgAbout this programme

The Senior Placement development programme is aimed at experienced leaders who are looking to bridge practical experience gaps coupled with strategic board level, system leadership development that has been a barrier to career progression.

In the first six months of this 12-month programme, you'll spend two days a week on a system project which will be either at your current organisation, at system place or working with one of our programme directors here at the Partnership (as agreed by your organisation).

For the remaining six months, you will be in senior placement gaining practical senior experience.

Our programme is like no other and has been designed to give you full support across the 12 months:

  • ​A Career Coach will work with you to develop a career development plan to identify your strengths and areas of development.
  • Your Senior System Leader Mentor will support you through the 12 months. Having a mentor can provide you with many advantages. Mentoring is a brain to pick, an ear to listen and a push in the right direction. A mentor can help to shorten your learning curve, open your mind to new ideas and possibilities, identify opportunities and advise on how to promote yourself.
  • Peer to Peer Coaching – Action Learning Sets working with your peers. These are structured sessions enabling small groups to address complicated issues by meeting regularly and working collectively.
  • The BAME Fellowship is run and supported by our System Leadership and Development Programme who will always be on hand to offer further support if needed. 

There are seven senior development modules that will be delivered across the programme which includes three modules from the Shadow Board Foundation Programme.

A closer look at system leadership across our Partnership, how we are currently collaborating and what more we need to do.
The short film below, by NHS North East Leadership Academy, gives insight into why today’s health and social care issues can only be tackled through collaboration.

Political acumen is a type of intelligence that equips you with the ability to understand the interpersonal and political dynamics of organisations.
This workshop will cover the following six behaviours of politically skilled individuals in organisations:

Thinking Icon.jpgThinking before speaking
Impulse control helps avoid organisational conflict and helps assess situations before acting.
Successful employees are less likely to derail if they are mindful of timing and presentation of ideas.

Communicating with superiors Communicating Icon.jpg
Being able to 'manage up' means being skilled in communicating with superiors.
Whether in a managerial position or not, effective relationships with individuals on all levels are vital.

Strong interpersonal influence Strong Icon.jpg
Strong relationships and a good rapport with organisational members result in co-operative relationships.
Manipulation does not help in the long term - rather, co-operation ensures all parties win.

Perceiving and observing others Perceiving Icon.jpg
'Social astuteness' helps understand the actions of others and to self-assess one's own behaviour.
Strong inter- and intrapersonal skills, as well as a high self-awareness are useful in all situations.

Networking Networking Icon.jpg
Those who are able to build friendships and relationships are likely to garner support and to successfully
negotiate and manage conflict. True relationships based on reciprocity matter more than acquaintances.

Sincerity, integrity and authenticity Sincerity Icon.jpg
Political skill requires honesty and openness, as well as the ability to inspire trust and confidence.
Actions with other organisational members are genuine and based on genuineness.

Shadow Board Foundation Programme

Shadow Board Picture.jpgThis foundation programme forms part of the BAME Fellowship development and is delivered by a member of the inspiring leaders’ team. The programme involves three core development modules of learning, and the establishment of a shadow Senior Leadership Team (SLE) to support a more experiential feel. The shadow SLE is chaired by one of our senior leaders and supported by the West Yorkshire and Harrogate Programme Team. It gives participants an opportunity to present SLE papers and work alongside the paper authors.

Shadow Board Support

As part of the foundation programme, a member of the inspiring leaders’ team will sit in on the Shadow Board meeting to support participants and start to bring the Board to life in a safe, supportive and experiential way. The member of the team will then be able to offer participants feedback and comments to support effectiveness. The team member will be a current or previous Board member.

Hot Spot Interviews

At each of the three Shadow Board development modules (see below) we will be joined by one of the senior system leaders for a Hot Spot Interview which is an opportunity to engage with programme participants in a safe and supportive environment. These are very interactive sessions where our facilitator will interview leaders in a constructive and engaging way so that participants can find out more about the leadership journeys and explore significant leadership challenges, and opportunities to build broader understanding and ownership of key system issues.

Learning aims:

  • Understand the implications of the 'Well-Led' guidelines and what constitutes effective corporate governance
  • Understand a Director’s role, responsibilities and duties
  • Understand the nature of organisational strategy and the approaches to analyse and formulate effective strategy
  • Apply approaches to the Trust’s current environment to formulate views from a shadow board perspective
  • Consider the requirements for an effective shadow board

Learning aims:

  • Deal more confidently with financial issues. Describe the statutory financial responsibilities and duties of a director and critically appraise their own organisation's financial health and financial plan.
  • Consider risk and the Trust’s risk appetite in balancing off the triad of performance, quality and cost and looks at the Board Assurance Framework (BAF) and how this issued to provide the non-executives with the information they need to assess organisational risks.

Learning aims:

  • Critically evaluate and assess the culture of leadership within their own organisation and the effect on quality of care.
  • Describe what a good People Strategy looks like and critically appraise their own organisation's HR strategy and workforce plans.
  • Deal more confidently with strategic workforce issues and can analyse and evaluate key organisational workforce risks.

This workshop explores inclusive and compassionate leadership so that all staff are listened to, understood and supported, and that leaders at every level of the health and care system truly reflect the talents and diversity of people working in the system and the communities they serve.
In the short film below by The King's Fund, Michael West shares his thoughts on compassionate and inclusive leadership:

Career Development Image.jpgThis final workshop will focus on career development covering:

  • Power of networking;
  • Interview techniques for success; and
  • Next steps - career paths and aspirant director talent pool.

The next stage:

  • Virtual face-to-face assessment (panel via Microsoft teams) competency interview with presentation on personal career to date and future aspirations.
  • Offer of programme place or interview developmental feedback for those who were not successful and next steps.
  • Six-month placements. Once accepted onto the programme you will have an opportunity to place an expression of interest on the available placements.
  • You will then have a further discussion with the hosting organisation and nominated BAME Network member on the placements and expectations, skills and capabilities.