Situation: A Multidisciplinary Team Under Immense Pressure

  • A specialist NHS team made up of consultants, doctors, dieticians, physiotherapists, nurses, and administrative staff was working in a high-stress environment, fighting for funding and being forced to make sometimes life-changing patient decisions
  • Despite having different roles and often conflicting priorities, the team needed to come together and develop a future strategy with a clear vision and direction, agreeing on boundaries and behaviours to achieve their objectives
  • Each individual needed to understand their role within the team and feel valued and heard to cultivate a culture of trust

Solution:  Entire Team Engagement Through One-to-Ones and a Team Day

  • Surfacing one-to-ones with every single member of the team, including administrative staff as well as medical leaders, engaged all staff in meaningful conversations about what the team was trying to achieve and how they could work together
  • During a powerful off-site Team Away day, the group explored and defined their customers, stakeholders, responsibilities and boundaries in the context of a challenging funding situation. They took time to consider what their stakeholders expected and needed from the team and agreed on some consistent messaging
  • Working in smaller groups, they identified their individual goals within the overall team mission and designed what their roles, processes and ways of working needed to look like to support the team goals, highlighting any training requirements
  • The team captured what people valued about being in the team and how those positive attributes could contribute towards their future success. They agreed on ways of working together and what to hold each other account for, creating a concrete action plan and timescale for review

Impact: A Thriving, Motivated & Connected Team with Common Goals

  • Individuals are behaving differently with each other, with a greater understanding of other professions and more meaningful conversations taking place
  • Behaviours and expectations agreed on the away day are being used as an active point of reference in meetings
  • The entire team is clear on its purpose, messaging and what it needs to do to achieve its objectives, help its patients and secure future funding to continue its life-saving work

“I found it valuable to verbalise a common strategy and leave with concrete actions to make this happen.
 It was a fantastic day that generated lots of useful discussion and connection between the team. Thank you.
 It was a good day! It helped build team relationships, respect from other professions and helped to share common frustrations.” 

–   NHS Staff