Health and Wellbeing, plus Pharma

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

SG - Clients - NHS - RB&H


The Royal Brompton and Harefield NHS Trust provides excellent healthcare and 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 and Microbiology.


Synergy Global has been involved in helping the Trust’s Infection Control Team for several years, as it has grown and changed over time - this particular case study focuses on team building and 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 and goals (especially in relation to priority targets); and improve communication.


Synergy Global facilitated a series of Team and Leadership Development Workshops underpinned by Executive Coaching. We covered some organisational theory and 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 and Timed (SMART) Objectives, linked to the Business Plan of the Trust, as well as their Directorate within it (for strategic integration). We identified Team Groundrules and 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 and professional development plans. We also explored how they might celebrate success more often, as well as publicise/market their achievements to others.


Workshop and 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 and where we want to be; greater clarity regarding roles and goals - and how we can continuously improve; and a clear action plan to improve communication, both within and 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) and 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 and how leadership support had improved, as well as team cohesiveness with openness and honesty. There was also an acknowledgement of individual and team strengths/weaknesses, and a real commitment to improve the team’s culture and reputation.
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