Health & Wellbeing, plus Pharma

Team Building & Leadership Development, Infection Control,
The Royal Brompton & Harefield NHS Trust (UK)

SG - Clients - NHS - RB&H


The Royal Brompton & Harefield NHS Trust provides excellent healthcare & currently has the second lowest rate of Methicillin resistant Staphylococcus aureus (MRSA is an organism resistant to commonly used antibiotics) rates in London, thanks to its strong Infection Control Team, led by Dr Anne Hall, Director of Infection & Microbiology.


Synergy Global has been involved in helping the Trust’s Infection Control Team for several years, as it has grown & changed over time – this particular case study focuses on team building & leadership development work. In 2004/05 the team identified the needs for a series of workshops to enable them to maximise their team effectiveness (especially with staff shortages); ‘tighten their team approach’ to improve productivity; clarify key roles & goals (especially in relation to priority targets); & improve communication.


Synergy Global facilitated a series of Team & Leadership Development Workshops underpinned by Executive Coaching. We covered some organisational theory & gave some input on their strategic context – including The NHS Improvement Plan. We then clarified their Values/Vision (‘To Be’); Mission/Strategy (‘To Do’); Brand/Reputation (‘To Feel’). We also clarified their Specific, Measurable, Achievable, Realistic given constraints & Timed (SMART) Objectives, linked to the Business Plan of the Trust, as well as their Directorate within it (for strategic integration). We identified Team Ground rules & gained ownership for these – including ‘Action Orientation’. Finally, we helped them to implement regular Performance Management with 6 monthly appraisal discussions, focusing on clear performance goals & professional development plans. We also explored how they might celebrate success more often, as well as publicise/market their achievements to others.


Workshop & coaching evaluations were excellent with more organisational development services contracted. The team outlined the benefits/learnings as: seeing a clearer way of managing workload; practical tips on improving effectiveness; clearer understanding about where are now as a team & where we want to be; greater clarity regarding roles & goals – & how we can continuously improve; & a clear action plan to improve communication, both within & outside of the team. Over the workshop series, the team scored how they perceived themselves on the 4 Stages of Team Growth scale – Forming – Storming – Norming – Performing (Tuckman 1973). Team members clearly moved over the course of the development program from the 1st Stage (Forming) to the 4th Stage (Performing) & increased greatly their confidence as well as motivation/morale, despite having to manage an increasing workload. The senior nurses in particular remarked on having greater clarity for action orientation & how leadership support had improved, as well as team cohesiveness with openness & honesty. There was also an acknowledgement of individual & team strengths/weaknesses, & a real commitment to improve the team’s culture & reputation.

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