PDA Group: Developing Professional Skills

Developing leadership skills, understanding leadership styles and approaches and growing self-awareness and emotional intelligence as a leader. This will require both on and off-the-job learning and may require participation in an appropriate development programme such as an NHS Leadership Academy Leadership Programme or ILM/CMI Chartered Management qualification.

Reflecting on practice and being self-aware about performance.

Methods and techniques for managing (or facilitating) a meeting or group session (both face-to-face and online) and then through a series of planned activities.

Underpinning healthcare ethics and values by providing the best available evidence at the right time, in the right place, to inform decision-making and enable better outcomes for patients and populations.

Undertaking learning and practice in the planning and organising of own activities.

Undertaking learning and practice in the techniques of team and collaborative working. Gaining an understanding of the underlying concepts.

Undertaking learning and practice in oral and written communications, including report writing and presentation.

Undertaking learning and practice of negotiating with and influencing others.

Undertaking learning and practice of the skills required to lead teams, including motivation, direction, coaching, delegation, appraisal, counselling and developing others.

Undertaking learning and best practice of the skills appropriate to managing all or part of an organisation, including business and financial management, benefits management, people management, management of change and strategic planning. This will require both on and off the job learning and may include participation in an appropriate development programme such as MBA or DMS (Diploma in Management Studies).

Continuing learning and development in general management skills, such as effective communication, leadership styles and skills, team building and team roles, motivation and delegation, planning and resource scheduling, influencing, persuasion and negotiation, so as to be in a position to accept greater responsibility at senior management or director (including non-exec) level.