Time to start your online pre-study modules?

""

You may be wondering how you will acclimatise to the academic standards of an Imperial Business School programme. Before the programme begins, you must complete a series of online pre-study modules. This will help to ease your transition.

The Hub

You will find all pre-study modules as well as information and documents relating to your programme, (such as timetables, programme materials and past exam papers) on The Hub: the Business School’s virtual learning environment. 

The Hub has been purpose-built to give you access to the information you need and keep you connected. You will receive regular communication about important careers events, social events and volunteering opportunities. It’s a great way to stay in the loop with all that’s going on at the Business School! 

When you log into The Hub, you’ll see an instructional video, guiding you through the areas of The Hub.  

Before you can access the Hub, you will need to activate your ICT account. Instructions of how to do this will be emailed to you very shortly, if they have not been sent already. We will contact admitted students via email when they are able to access modules on the Hub. 

If you have been contacted about Hub access but experience problems with your Hub account, please contact thehub@imperial.ac.uk.

Pre-Study programme modules

We release programme specific modules throughout the summer. You will receive detailed information regarding the module requirements from your relevant Admissions team. Assessment methods vary between programmes and can be a combination of online quizzes, tests and evidence of the completion of modules. We design these modules to give you a basic knowledge of areas which will be covered in the programme. 

Top tip: please give yourself plenty of time to complete the modules!  

Your first month at the Business School will be extremely busy, so it is advisable to complete these modules before you commence the programme. Some of the programme modules can take longer than others to study depending on your familiarity with the topics and previous experiences, such as the Accounting Primer, which can take between approximately 15-20 hours to complete. You will find that you benefit more from the experience if you are able to work through the material at a steady pace and give yourself time to become comfortable with the content. 

Pre-Study Careers modules

Lisa Umenyiora, Executive Director of Careers & Student Life at the Business School: 

Get career ready! Did you know most of your target employers typically open for applications in August? Get a head start on your career today with our Careers Primer on The Hub. The Careers team have designed a Careers Primer that will help you to be prepared for the Careers opportunities available to you throughout your time at Imperial – over five thousand students have completed the Careers Primer over the last six years and now it’s your chance to join them. 

The Careers Primer has been designed for Imperial Business School’s students to fulfil career ambitions, produce a class leading CV, Cover Letter and to give you an edge in Interviews and Assessment Centres. 

Updated for the 2021-22 cohort, this key resource is available to Admitted Students four months before you start on your programme in September. Admitted Students can take advantage of priority access to this significant resource, giving you a crucial head start in the early applications round that occurs before the September start. It is strongly recommended that you complete this before you arrive to ensure you are ready for early employer engagement. 

The Careers pre-study modules include Foundations for Careers Success, which will help you develop your sector knowledge, career strategy, understand how to effectively market yourself and ultimately find a career that is right for you. 

You’ll also have the opportunity to undertake a Writing Your CV & Cover Letter module. Once completed, you will gain access to VMock, our CV Enhancement Platform. VMock uses machine learning and artificial intelligence to assess your CV and make suggestions for how it could be improved. 

Symplicity 

Once you have worked through the Careers Modules, you’ll be able to access Symplicity, our Careers Management System. Symplicity can be used to book one-to-one career appointments, employer events and workshops. You will be able to log in to Symplicity using the same log in credentials you use for the Hub. All the main employers will visit Symplicity to post job advertisements. The Careers team will approve all the jobs posted on Symplicity, so you can trust the opportunities that you see advertised. There’s no limit to when you use Symplicity – you will be able to access information about graduate jobs after your course has finished and beyond! 

Top tip: Make sure you fill in your personal profile on Symplicity, as this is key to ensuring your profile appears in searches! 

We hope you enjoy this first stage of your study with the Business School. We look forward to welcoming you on onto the programme soon! 

Satisfying your English Language Requirement

""

With the start of term rapidly approaching you will now be looking to meet all your conditions, including any English language requirements to make sure you are ready for the start of term. As there is often high demand for places on tests such as IELTS over the summer months, it is important that you start preparing as early as possible! If you are not sure what test to take, please make sure you have had a look at the English language requirements page as this provides detailed information about the tests that we accept and the level that we require.

Test scores are valid for 2 years and MUST be valid on the start date of your programme, so if you have previously taken a test, please do check the date before relying on it to meet conditions.

Preparing for your English Language Test

Many of the English language test providers offer free online resources such as practice tests, test tutorials and short courses to help you with your test preparation. Depending on what test you are planning on taking, you should find the following sites useful:

British Council IELTS and Future Learn open up a *free, 6 week online course Understanding IELTS: Techniques for English Language Tests which offers test preparation guidance from ‘a video tutor and a team of experienced IELTS educators’ as stated on the FutureLearn website. Whilst completion of the course can’t be used to satisfy the Business School’s English language requirement, it should prove useful whilst you prepare to take the test. 

(*using the free trial option!)

Satisfying your offer condition

Admitted students should aim to meet the conditions of their offer by 7 August 2023. If you require a visa, it is advisable to aim to meet your conditions as early as possible to ensure that there is enough time to prepare for a visa application once CASs begin to be issued. As such, when booking your test, please keep in mind that the processing times for results vary between test providers. On their website, IELTS list a 13 day processing time (3-6 days for some online tests), TOEFL iBT lists a processing time of approximately 4-8 daysPTE advise you to contact them if you have not received a result within 5 days and Duolingo results can be available 48 hours after completing the test.

If you have booked a test, good luck! If you have not yet booked a test, please try and do this as soon as possible. Finally, if you have completed a test that satisfies our English language requirement, please have a look at the Next Steps page to see how and where to submit your results. If you think getting a test in on time is going to be a problem, please do let us know as soon as possible as we may be able to recommend an alternative!

We hope to see you on one of our programmes!

Goals: Can you have too much of a good thing?

""

Hannah Salton is a Career Consultant at Imperial Business School, as well as a freelance Career Coach. In this blog she talks about the unusually dubbed – FOMOMG or ‘Fear Of Missing Out on My Goals’.

‘Fear Of Missing Out on My Goals’ was originally coined in 2018 by model Leomie Anderson and has been discussed and debated on other platforms since.

It seems FOMOMG is particularly prevalent in fellow millennials, who have a tendency to set themselves ambitious life or career goals, and feel frustrated if the milestones aren’t hit. This resonated with me a lot. I am generally a big fan of goal setting, however I’ve also experienced a heavy sense of deflation and demotivation if these goals aren’t achieved.

It is easy to slip into the pattern of comparing your professional progress with that of your peers, made worse by constant exposure to other people’s successes so widely broadcast on social media. This can have a huge effect on our motivation and confidence, and leave us feeling like we’re failing at life. 

So, how can we use goals for what they’re meant for (quantifying, inspiring, and motivating) rather than using them as tools to beat ourselves up with?

Here are my top 5 tips on how to minimise fear of missing out on your goals:

1) Examine the motivation of the goals you set yourself

Do you definitely want to set yourself a rigid target of being in a new job in 3 months’ time? It might feel exciting to make such a commitment, however you could end up rushing into a new job you’re just as unhappy in. It may be better to commit instead to creating clear and specific criteria of what you want from you next job, or dedicating a certain amount of hours per week to job hunting. Both of these will ensure you are progressing, without forcing you into a decision you aren’t sure is right for you.

Be sure that any goals you do set align with your needs and priorities, and aren’t driven by wanting the external validation and praise that often comes with a big career move.

2) Beware: The comparison trap

It’s so easy to compare ourselves negatively and positively to others, and it rarely serves us well. Everyone is on a different journey, with different goals, networks, challenges and advantages.

Your school friend may have been given a promotion, but you have no idea the hours they may have put in, or how much they really like their job. Your ex-colleague may have got a job at your dream company, but you never know what connections they have or sacrifices they may have had to make. Even our close friends may not share the full picture when it comes to the ups and downs of their career.

Comparing ourselves to others is natural and inherently human, however it often results in us feeling inferior. Be aware when you fall into this common trap, and turn your attention to more productive things.

3) Use social media to inspire, not torture

Linking to the point above, be mindful of your social media use, and reflect on what content frustrates you rather than motivates you to take action.

Decide what social media platforms you want to use, be aware of how much time you spend online and reflect on how it could be affecting your productivity and motivation. Unfollow people and pages that don’t serve you.

I read a great book last year called ‘How to Break up with your Phone’ if you want to learn more about how to manage your technology use.

4) See set backs as learning opportunities

This one is easy on paper, hard in practice. In 2018 I set myself the goal of writing a small amount every day. Suffice to say I did not manage that last year. Or this year (yet). I’ve tried to reflect on why this goal didn’t work for me, and how I can modify it in the future to inspire action, rather than use it as a stick to beat myself up with.

When I fail to achieve a goal or target, I sometimes dwell a little too much on the failure, rather than turning my attention away to potential solutions. Some analysis of failure and set backs can be useful, but after a certain amount of reflection focus your energy and attention on future possibilities, rather than past failures.

5) Write down your successes, both big and small

It’s easy to write endless to do lists and action plans, but how often do you make time to record the stuff that goes well? At the end of each day, write down what you have done well, and celebrate even small successes like starting a new project, or contributing in a meeting.

This may feel weird and a bit over the top, but there’s a lot of evidence to support the idea that encouragement leads to better results than criticism.

Full-Time MBA Careers Week class of 2018-19

""

In the first term of the Full-Time MBA, Imperial Business School Careers host a Careers Week with all students on the programme. An important aim of the MBA at Imperial is not only to provide students with a foundation in business, but to also equip them with the leadership skills to launch into meaningful and successful careers.

This formative week feeds into the Personal Leadership Journey, which runs for the duration of the MBA to help students identify their strengths and areas for development in terms of their leadership capability and professional effectiveness.

Careers Week comprises of a mix of compulsory sessions for all students and tailored events and workshops that they can choose depending on their career interests. We look at three of the key events run during Careers Week: the development centre, Entrepreneurs Day and tailored careers sessions.

Development centre

The Full-Time MBA 2018-19 Careers Week kick-started with an intensive two-day development centre, compulsory for all students on the programme. This session is deliberately scheduled early in students’ MBA journey as the intense experience draws out the competencies that are so critical for candidates to work on throughout the MBA.

"The Development Centre is a fantastic opportunity for students to experience an intensive Assessment Centre-style activity. Put into teams, working on a business scenario, students practice a variety of skills as they engage in stakeholder meetings, information analysis, problem-solving and ultimately pitch their solution to the client."
Marie-Jo Wilson
Assistant Director, Careers Consulting

While we have designed the centre for learning development, MBA students enjoy the element of competition and relish the opportunity to achieve success and win the competition!

At the end of the two-day Development Centre, each student receives individual feedback on their strengths and areas for development from a Careers Consultant who has observed them in action.

The areas that are assessed in the centre are:

  • Communication and impact
  • Interpersonal skills and teamwork
  • Commercial awareness and drive to achieve
  • Resilience
  • Creative and analytical thinking
  • Leadership

Marie-Jo said, “Without a doubt, this is the highlight of Careers Week for most students. They really value the opportunity to try out new leadership styles, practice their creative and analytical thinking and hone their team working skills; and getting specific feedback is particularly helpful.”

Entrepreneurs Day

Developing an entrepreneurial mindset is the cornerstone of the Imperial MBA, so it’s only fitting that we dedicate a whole day during Careers Week to entrepreneurship. Imperial Enterprise Lab runs Entrepreneurs Day; they are a College-wide hub who are at the heart of Imperial’s innovation and entrepreneurship ecosystem.

“We were delighted to run the Entrepreneurs Day masterclass at Enterprise Lab as part of the Full-Time MBA Careers Week. It was great to be able to give these talented MBA students the opportunity to explore what it means to be entrepreneurial in both a corporate and startup setting. These skills are crucial in the development of the next generation of business leaders.”

"It was one of the busiest yet most insightful events during Careers Week in all senses. The session is as useful for a professional like me who wishes to return to the corporate world, as it is for those wanting to start their own business straight out of the MBA."
Vidhi Dwivedi
Full-Time MBA
Vidhi Dwivedi

Vidhi highlights some of her learnings from the day:

  • The Lean Canvas concept – how to recap your entire business on one small page
  • The importance of knowing your early adopters, i.e. those who desperately need the solution you are willing to provide
  • Being an entrepreneur is not about having the perfect idea but rather having the strength to fail, try again and the knowledge and discipline of going through the right process
  • As Professor Davide Turi says, the key is to NEVER fall in love with your first idea

She concludes, “I will always look back on this day at the Enterprise Lab for inspiration for new ideas or challenges in my future career. The learnings of the day are a perfect way to start fresh and think out of the box.”

Tailored careers sessions

With such a diverse class, we offer students a highly personalised and tailored Careers service to suit each students’ needs and interests. During the week, we hosted a variety of specialised sessions for them to choose from.

Whether students want to get into consulting, finance or technology, our employer sessions throughout the week brought in representatives from companies in a range of sectors. This year’s line-up featured Alix Partners, EY, PA Consulting and Amazon. These sessions give students the chance to get a real insight into these industries and explore jobs opportunities in the companies.

Additionally, the Careers service also ran drop-ins for sector-specific careers guidance, skills sessions on interview preparation and panels with professionals from various industries.

Following Careers Week, students meet with their Careers Consultant to complete an Action Plan assignment to reiterate their learnings from the week and form a plan that will put them on their path to becoming a global leader of business and society.

Careers Week is just one element of our MBA students’ Personal Leadership Journey and Careers services available to students. More information on Full-Time MBA Careers.

What are the benefits of submitting your MSc application early?

When applying to our MSc programmes, it is important to consider how the admission process works for the programme you are interested in, and if it involves application deadlines. In addition to deadlines, it is also good to understand the amount of time it could take before you receive a decision on your application. 

Although not all programmes have application deadlines, it is always beneficial to apply early. This post will explain the advantages of applying early and will guide you through how application deadlines work for the programmes that have them.

Applying for your visa

Our Admissions team are experienced with the Student Visa process and this experience has given us a good understanding of what to expect each year. Visa applications can sometimes be fairly time-consuming, therefore the best way to avoid any complications and delays with the issuing of your visa is to make sure that you apply to our MSc programmes sooner, rather than later. It is also important to have considered the time it could take for us to provide you with a decision on your application, as you must have an unconditional offer before the visa process can begin.

We always try to make sure as few students as possible experience any difficulties with acquiring their visas but applying early truly is the easiest way to avoid any disappointment.

Network and meet your classmates early

One of the most exciting reasons to apply early is to start to experience the social benefits this can bring. We organise a range of exclusive events and activities for our admitted students. This means that you can get to know your future classmates sooner and start to feel a part of the Business School community before you have even officially enrolled on your programme. We also provide a platform for you to connect and interact with your future classmates so you can begin making friends straight away.

Make use of our Career Service

On a professional level, our Careers service is an extremely popular feature of joining the Business School. Access to the team’s support, advice and guidance that is tailored to your own specific career needs, is also available for our admitted students, who can gain use of the service in the months leading up to the start of your programme. This expert support can boost your professional development, help you to prepare for summer internships before joining us, as well as assist you with the application process for post-MSc graduate roles. Importantly, many large firms that hire graduates set their job application deadlines very early on in the academic year, so it is good to get ahead of the game as early as you can.

Scholarship deadlines

If you are hoping to be considered for one of our scholarships, you must ensure that you apply early, and specifically, by the scholarship deadline.

Similarly, if you’re applying for an external scholarship, it’s important to consider both the scholarship deadline and our application deadlines to ensure you don’t miss the opportunity to study with us.

How do our application deadlines operate?

Programmes included:

For the programmes listed above, there are several admission rounds throughout the year. If you submit a complete application by one of the application deadlines, then we will guarantee you a decision by the decision date specified. In between the application deadline, and decision date, applicants for MSc Business Analytics and MSc International Management will also be expected to complete their online interview. This must be completed on time for you to be considered in the admission round in which you applied.

For most of these programmes you will hear the decision on your application at the end of each round, which is approximately 1 month after the application deadline. Please check the relevant webpage above to find out the specific deadlines for your programme.

Which programmes do not have application deadlines?

These programmes do not have application deadlines. You can submit at any time while applications are open. Although there are no specific application deadlines our programmes are all highly competitive, so we recommend you apply as early as possible. Our typical response period for these applications will be around 8-12 weeks.

We hope to receive an application from you soon! 

It's not easy being green: Decarbonising transport and the grid

""

Dr Billy Wu

19 July 2017

Decarbonising transport and the electric grid has been a long sought after aspiration of many nations in order to reduce greenhouse gas emissions and reliance on oil and gas. Transport alone contributes to around 14% of the 49 GtCO2eq produced globally as estimated by the Intergovernmental Panel on Climate Change. Catalysed by this, electric vehicles (EVs) have in recent years emerged as a potential solution and as of 2015 1.3 million EVs were in use globally, representing a 67% average growth rate since 2012. Yet despite this rapid growth, EV sales still only make up a small proportion of the 90 million vehicles which are annually produced. Whilst commercialisation of EVs continues to grow, this is accompanied by a plethora of market analysis showing aggressive forecasted growth rates which attracts new investors and start-up companies alike. However, since Sony released the first lithium-ion battery in 1991 there have been many false dawns for the EV revolution, in part due to the misalignment between technology development and media hype. So, the question is: what is it that actually holds back innovations in EVs and specifically the battery which is at the heart of the vehicle?

A lithium-ion battery is made up of 2 main components (though there are others): the anode and the cathode which are the negative and positive halves of the battery respectively. The modern day lithium-ion battery was first demonstrated by Professor John Goodenough, who in 1979 championed the lithium cobalt oxide cathode material. Later in 1980, Professor Rachid Yazami demonstrated the graphite anode which was the other half of puzzle. Together, these innovations allowed Sony and Asahi Kasei to commercialise the technology in 1991. This origin story highlights one of the key challenges with the commercialisation of lithium-ion battery technology; innovations have a long incubation period to validate performance.

To appreciate this, the Joint Centre for Energy Storage Research in the US has defined a range of battery technology readiness levels (BTRL). At BTRL1 there is a material breakthrough. BTRL2 is then to figure out how these materials can be synthesized repeatedly. This can take upto 1-2 years. From there, BTRL3 is to take the material and make a small battery and validate it’s performance which can take 2-5 years. Once confident, BTRL4 then scales up this proof-of-concept cell and again validates its performance which is another 2-5 years. Finally, once validated, at BTRL5-6, material scale up is performed and battery packs are made for vehicles for real world testing. This can take upto 5-10 years. Therefore, full commercialisation can take anywhere from 10-22 years.

Despite these challenges, companies and governments are investing significant amounts into research and development of battery technologies. Globally: Samsung SDI, LG Chem, Panasonic and BYD are amongst the largest battery producers. Panasonic in particular are the key partners of Tesla and their gigafactory. Whilst there are also many smaller start-up companies, a key challenge is the high cost (often >$100M) in commercialising battery technology and the long incubation period before profitability is realised. Companies such as Samsung, LG Chem and Panasonic are able to absorb significant R&D costs however, this has been the failure point of many start-ups.

A notable example is A123 which was a spin-out from MIT who pioneered the lithium iron phosphate chemistry. Whilst, the core innovation was scientifically sound, they filed for bankruptcy in 2012 having being founded in 2001. The Chinese company, BYD, which was founded in 2002, also uses the same lithium iron phosphate chemistry however is currently the largest EV producer. This is in part due to the $435M subsidies BYD has received from the Chinese government. Many of China’s internal combustion engine vehicles do not currently meet emission standards to be sold in western markets and therefore China sees EVs as a means of increasing their automotive market penetration.

Noting that Professor John Goodenough’s original battery work was done in the University of Oxford, the UK has not managed to retain the value of this breakthrough significantly. To this end, the UK government have recently announced via the industrial strategy fund £246M for the Faraday Challenge to address the need to stimulate fundamental and applied research in batteries.

Whilst, the immediate focus is on decarbonising transport we must also not forget that the overall objective is carbonisation of the whole system. Analysis has shown that in heavily coal powered electrical grids, converting all vehicles in that region can actually cause more CO2 to be emitted as this merely shifts the problem. Thus, decarbonisation of the grid is also needed. Whilst, many have suggested lithium-ion batteries to also be the solution, the challenge of scale and safety become an issue. Therefore, for large scale and long duration storage needed to ingrate wind and solar, grid operators are turning to technologies such as redox flow batteries, thermal storage and compressed air storage.

Despite all uncertainties highlighted in this article, one thing is certain. Decarbonisation of transport and the grid is needed in order to avoid irreversible damage to the environment. Skeikh Yamani, the former Saudi oil minister summarised this elegantly by saying “The Stone Age came to an end, not because we had a lack of stones, and the oil age will come to an end not because we have a lack of oil”.

Dr. Billy Wu is a lecturer at Imperial London in the Dyson School of Design Engineering where he works on additive manufacturing (3D printing) and electrochemical devices.

Sign up to our email newsletter

Get invited to exclusive events, stay abreast with our latest articles and webinars by signing up to our free newsletter

About Executive Education Blogger

Imperial Business in the City: the Future of Real Estate

""

For the 5th event in the Imperial Business in the City series David Miles, Professor of Financial Economics at Imperial Business School, discussed his recent research on the future of Real Estate – specifically on whether we can expect house prices to continue to rise.

David took the audience through historical, current and future context, influences and impact on houses relative to incomes and the implications they have for home ownership. Further details of David’s research and his conclusions can be read on IB Knowledge.

On concluding his talk David was confronted with a tsunami of questions from the audience all wanting to discuss and understand the variables that will potentially affect future house prices. For example:

How might Russian oligarchs influence the price of property, especially in the ‘super-heated’ South East?

What part will construction companies play in supply and demand for property?

What if more people commute to the dense employment areas from further afield?

David agreed that the variables were many and all potentially significant.  What he left us with was the prospect of a perfect storm of factors such as – a rising population, static incomes, construction techniques being unable to counterbalance high base land prices, people being unwilling to make a significant shift in spending habits from consumer goods to housing, and transport infrastructure that would be unable to improve enough to move commuters from further out from the crowded South East.

Sign up to our email newsletter

Get invited to exclusive events, stay abreast with our latest articles and webinars by signing up to our free newsletter

How to Lead with Confidence

""

Dr Jayanie Kodituwakku

The lack of confidence relates to a lack of self-esteem and the perception of how others see us. I find it is an increasing issue I hear from Business Leaders across all levels in an organisation. Who doesn’t feel a lack of confidence at one point in our life? And for some there is a more consistent version of this.

When we feel a lack, we don’t think so well about ourselves. This can produce an adverse impact on your performance including:

  • Not producing the results that are expected from you and your team not matter the circumstance
  • Stepping back from giving your valid expertise and experience
  • Unfocussed decision making
  • Poor Leadership
  • Playing small across the board!

THE BIG MYTH

The old way of thinking about self-esteem and confidence is that you either have it or you don’t.

Most of us are bought up to think that if you don’t have confidence we have to work hard to develop it. However, everyone has these feelings of a lack of confidence, they come and go. But we can begin to falsely believe that if we have these feelings a lot, it is a characteristic that will always stick. We may label ourselves ‘I am not a confident person’ or ‘I have no confidence’.

We are born with confidence. It is the nature of who we are. If you observe children, they have an abundance of confidence. The other day I heard my nephew, who is 6 years old declare ‘I am a genius’ with such belief in himself, he just knew it. He had learnt how to count up in a sequence of 5’s to 100.

‘What if everything you’ve ever thought about where confidence comes from is simply not true?’

When we fall deeply into the present there is no feeling of a ‘lack of confidence’ or insecurity.

Confidence does not come from our upbringing, genetics, our environment, the people we socialise with or anything outside of us. But we may buy into the myth that surrounds confidence because no one tells us anything different.

*

Dr Jayanie Kodituwakku is a former PricewaterhouseCoopers Management Consultant, Coach and Innovator. She works with individuals, teams and organisations to reveal the unexpected keys to Insight; the ultimate leverage point for creating a thriving business and life. To learn more about Jayanie’s ‘Leadership Immersion Experience’ please click here.

Sign up to our email newsletter

Get invited to exclusive events, stay abreast with our latest articles and webinars by signing up to our free newsletter

Management Fundamentals in the NHS: A Case Study

""

In today’s NHS, complex and challenged as it is, the importance of management  skills cannot be overstated. All senior clinicians run teams, manage resources and set strategy for their service and need to do so effectively. At the same time the public worry – and sometimes get angry – about ‘managers’ taking too much of the precious resource.

Faced with these challenges and an extremely busy environment, one NHS Foundation Trust decided that its senior staff needed practical means to develop management skills appropriate to them and so the CNWL Management Fundamentals Programme was developed and is now in its fourth year.

Central and North West London NHS Foundation Trust (CNWL) is one of the largest trusts in the UK, with almost 7000 staff. It provides Mental Health and Community Health Services to a number of boroughs in North West London and in Milton Keynes and specialist services – sexual health, addictions, eating disorders and prisons across a wide geography in London, Surrey and Kent.

The CNWL Management Fundamentals Programme equips senior clinicians at the trust with the leadership skills required for their managerial roles.

Programme Director and Chair of CNWL, Professor Dot Griffiths comments, “The advantage is that we can make it very focused on our Trust and the challenges specific to us.”

The programme is continually revised so it remains relevant in the fluid terrain of the NHS. This year, it was built around the five core challenges that the Trust faces: the landscape it operates in; finance; service quality; the workforce, and leadership – with modules focusing on each of them.

The Programme invites delegates to explore these challenges from the perspective of the Trust and of their Team. It uses a variety of speakers from health and other arenas like successful schools and national think tanks, as well as Executive Directors and specialists at the trust. Held away from the Trust, usually at the University, it uses a variety of teaching methods.

In speaking about the first module, one delegate noted, “it is a particularly beneficial course as topics were directly related, and could be applied to, practice within CNWL. It was also coordinated in such a way that facilitated networking with colleagues across departments that we would not necessarily have the opportunity to meet otherwise.”

At its core, the programme gives clinicians time outside their extremely busy working lives  to reflect on and develop their skills with their peers.

Dr Simon Edwards was a physician in HIV when he started the programme. He is now the Clinical Director for Sexual Health and HIV Services and the Trust-wide Clinical Lead for Quality Improvement:

"“This was a fantastic course which had a massive impact on my personal development and career. It enabled me to experience life within CNWL beyond my own department and both inspired me and gave me confidence to take on new roles within the Trust. It was a life changing course for which there is no going back….I always strongly recommend the course to colleagues not only for their personal career development but for the benefit of the services in which they work.”"
Dr Simon Edwards
Clinical Director for Sexual Health services

Dr Cornelius Kelly, Programme Director and Medical Director of CNWL, said, “when we started four years ago we focused on (medical) Consultants but two years ago we opened up entry to all senior clinicians (doctors, nurses, psychologists, therapists, pharmacists) and this has undoubtedly added strength; the programme now more closely resembles the reality of the NHS and the challenges faced by its diverse leaders and managers. We give the participants a number of tools to look objectively at themselves, their team and service; we ask them to consider what changes might be made to deliver high quality, effective and efficient care to informed patients and carers in the twenty first century. We focus on measurable outcomes rather than inputs, taking examples from other high performing public services facing similar challenges. The feedback has been very good and we are seeing a positive impact on service delivery.”

The Programmes is organised into four two-day Blocks, each a month apart.  Each Block has a theme based around the challenges, and each Block is designed to test the delegates personally.

Participants contribute back to the Trust through Team and Personal Action Plans, and through a substantial Quality Improvement Project. They apply their learning from the programme to their particular service. Past examples have generated huge savings from changing pathology requirements,  the development of dementia screening in prisons, and exploring commercial opportunities for certain types of psychosocial training.

"“The course has been like liquid gold…. A fantastic opportunity for me to have a reflective space away from my work setting to deepen my knowledge about the organisation and myself. It’s been a journey of awareness that has empowered me as a leader and given me skills, knowledge and, above all, more confidence. The quality of the teaching, workshops and interactive sessions was superb, I’ve thoroughly enjoyed every minute. I’ve welcomed the opportunity to meet colleagues from across CNWL who are motivated, dynamic and innovative and who have all contributed to the richness of this experience. Dot and Con are a wonderful partnership with such expert experiences but who connect with you at a human level and are integral to the personal and professional development of all the participants. They are leaders for CNWL to be proud of and they are growing the next generation of leaders through this course.”"
Dr Stephanie Oldroyd
Director for Milton Keynes mental health services

Dr Deirdre Bonner, a Consultant in Old Age Psychiatry, attended the programme in 2015. At the time, Deirdre was running a pilot in women’s prisons, screening the over 50s prison population for dementia.

Deirdre explained, “the prison population is aging and many prisoners have the biological characteristics of people fifteen years older than themselves. In the pilot we found a prevalence of dementia significantly higher than in the general population and a large number of the population had risk factors which would place them at risk of vascular dementia in the future.”

Dr Bonner developed a proposal to improve the diagnosis of dementia in prisons, providing appropriate support to prisoners, and dementia training to staff to enable appropriate release planning. She presented her business proposal at a conference chaired by the Head of Health and Justice Commissioner for NHS England South and received a positive response

Delegates begin their projects early in the programme, and continue to work on them with support from a coach for six months.

In the four years it has been running the Programme has developed a great reputation in the Trust.

"“A thoughtfully constructed course, which delivers an inspiring programme for development in a supportive and encouraging environment. There are lots of thought provoking discussions and a strong element on professional self-development. It was a privilege to learn from such an array of experts as well as have the opportunity to network with inspiring colleagues from across the Trust. Definitely the most helpful management/leadership course I have attended.”"
Jackie Box
Member of the Trust's Pharmacy Team
"“This programme has been a wonderful, inspiring and very helpful experience in reflecting on and developing management skills but also thinking about NHS context in general, generating new ideas and above all energized motivation to improve and develop clinical service within a challenging context! The personal feedback (Myers Briggs, EI etc) is invaluable for personal development for both my managerial and clinical roles. It's a privilege to have access to this learning opportunity and time to reflect in a group on our personal development. The QI drive in CNWL is a wonderful opportunity to take steps in adapting and improving our services and provides an opportunity to learn and collaborate within a national context. Thank you to everyone!”"
Mario Eugster
Music Therapist
Mario Eugster

Sign up to our email newsletter

Get invited to exclusive events, stay abreast with our latest articles and webinars by signing up to our free newsletter

About Executive Education Blogger

How to Be a Resilient Leader in the Face of Chaos

""

26 October 2017

Conscious Leadership Notes – How to Be a Resilient Leader in the Face of Chaos

Dr Jayanie Kodituwakku PhD

At the end of our performance year we may be asked the following questions:

  • How well did you perform this past year?
  • What did you contribute to your team’s performance?
  • How have you made an impact in this company?

Resilience impacts our performance at an individual, team and firm level. If we don’t see where it evades us, we tend to perform at the same level we always have. Can we consider there is a level beyond what we currently experience?

When things get tough

There is much literature out there on what resilience is. To simplify this, let’s say resilience is our ability to bounce back when presented with a challenging situation. It allows us to continue to perform at a high level.

Depending on who you are, you may have encountered tough situations which could be on a daily basis in the work place or every now and then. Rather than being able to bounce back we may do the following:

  • Overwhelm ensues
  • Get anxious about our work
  • Start blaming our leaders or management
  • Point the finger at people we work with, it’s their fault!
  • Stress takes over
  • Performance at work may drop

I remember once working for a firm where two colleagues were on a ‘performance improvement plan’ – a PIP. They lost their ability to rebound and then it got worse as they started to believe they were not good enough.

Even if we are seemingly performing well at work, something may have to give way in other aspects of our life.

Ignorance is not bliss

‘Be Resilient’ we hear. Life would seem to be much better if we were resilient. So ‘how do I do that?’. When looking at the ‘how’ we gravitate towards a self-development book, a positive affirmation, yoga, a course, mindfulness or some sort of technique. These can help to a certain degree but in all my years working with leaders in organisations I’ve never seen tools or techniques create the sustained impact on resilience desired by an individual. Especially in circumstances when a curve ball is thrown.

We may also be in the misunderstanding that resilience is a ‘quality that may develop over time’ and needs to somehow be acquired through experiential learning or knowledge gained from ‘wise people’.  This is simply not true.

"We can't solve problems by using the same kind of thinking we used when we created them."
Albert Einstein
Theoretical physicist
Albert Einstein

If we look at resilience from a different viewpoint, we can see how to reveal it, than acquire it.

Let’s do this

Firstly not all leaders, this is inclusive of anyone that is making decisions, may have an awareness they could do with some help in the resilience department. It just becomes normal for us to struggle, we get by and cope.

The first thing is to notice when you’re feeling tense, anxious, worried, focus is off or if there’s something you can’t quite put my finger on but know it doesn’t feel right. We can then begin to see the nature of thought and how our experience is being created.

When you wake up to the fact that your feelings are created by a thought-generated perceptual reality, it opens you up to a new way of experiencing the situation.

For example, have you noticed when you’re really angry at someone and then you get distracted by something else, you stop being angry. But then you think about that person again and you become angry.

Resilience is not acquired, it is not learnt and it is not handed down to you from previous generations or an ethereal mystery.

We all have a universal capacity for resilience in any given moment. It is not dependent upon what is going on around us. The only thing that gets in the way is a misunderstanding of where we think it comes from. You have the potential to be resilient right NOW.

***

 Jayanie is a former PriceWaterhouseCoopers Management Consultant, turned Innovator, Business Advisor and Coach who shows leaders the unexpected keys to Insight; the ultimate leverage point for creating a thriving organisation, team and life. She can be contacted via http://www.jayanie.com/. If you want to know more, sign up to her newsletter.

Sign up to our email newsletter

Get invited to exclusive events, stay abreast with our latest articles and webinars by signing up to our free newsletter