"What lies behind us and what lies before us are small matters compared to what lies within us. And when we bring what is within us out into the world, miracles happen."

Henry Stanley Haskins


An Accredited Leadership programme for SAS doctors – designed for you and by you

A practical, interactive and innovative professional development programme comprising 6x one-day Modules, 4x 90-minute Action Learning Sets, a 90-minute webinar with follow-up opportunities for one-to-one coaching.

In this programme you’ll be enhancing your interpersonal skills toolkit and thinking about how you can open up opportunities for making the most of your strengths, qualities and skills to maximise your personal and professional potential.

As a member of the ‘Taking the Lead’ learning community, you’ll be finding out more about your role as leader and thinking about how the communication of the leader shapes team culture and impacts on team performance.

Lastly, and most importantly, you’ll be focussing on establishing your voice, your professional presence and your identity as a leader, so that you can communicate effectively with personal authority, authenticity and impact. Along the way you’ll learn more about yourself, your leadership style, and how you choose to be as a leader, both professionally, and as a leader in your own life.  

Full accreditation requires attendance at all 6 Modules, Action Learning Sets and the ‘Embodied Communication Skills 360’ webinar.


Part (i) The Leader With the Team
Good teamwork doesn’t happen by chance. All team members, including the leader, need to be conscious and intentional about how they create and maintain the kind of interactions that are beneficial for the team and support success.

This interactive workshop invites you to think about how your team works and the individual perspectives and roles of the members of that team – including you! We’ll then focus on how this insider knowledge can make teams more effective and create positive, adaptable, and resilient team cultures.

Whether you have a post of leadership responsibility or not, you will be developing your leadership skills and embracing your role as a hub of influence in your team.

Part (ii) Communicating with Confidence, Assertiveness and Personal Authority
Whether you have formal leadership responsibility or not, you will have a professional relationship network to manage – with junior colleagues, peers, and more senior managers and clinicians in your own team and in your Trust.

Communication is the single most important element in any relationship, and being able to express what is important to you clearly and confidently, and respond to the needs of others without coming across as rude, tough or unfeeling, is key to effective interpersonal relationships. We’ll be looking at some typical situations requiring assertiveness and practising skills for communication that is both honest and compassionate.

We’ll dispel some of the myths about assertiveness and look at how you can hone your communication skills so that you can communicate effectively with personal authority and impact – and be true to the person who needs you most: yourself.

Part (iii) Sustainable Practice, Time-Management and Effective Delegation
What are your time management foibles? How might you be getting in your own way when it comes to doing what you want to do and how you want to be, in your professional and your personal life?  In this interactive programme we’ll be taking a holistic view of Time Management – from identifying your own personal top time-wasters (and how to deal with them) to TM from a leadership / management perspective.

Along the way we’ll be exploding some TM myths and looking at how assertiveness, delegation, motivation and acknowledgment of personal drivers all have a role to play.

Lastly, we’ll be looking at time-management as energy-management, essential to your well-being and resilience – and that of those around you.  You’ll come away with ideas and practical tools to enhance your personal effectiveness as a leader at work, and in your own life.

Part (iv) Challenging Situations and Difficult Conversations
After years of intense effort and commitment to acquire the expertise you need in your field, it can come as a surprise to find that the knowledge you have acquired is now only one aspect of your professional role.

While you are used to managing difficult conversations with patients, difficult interactions with colleagues may feel more challenging; they can trigger a range of emotions, and occupy thoughts and feelings for several days, damaging energy levels and undermining the sense of well-being and enjoyment at work.

Managing these kinds of conversations effectively rarely happens by chance! We need to be conscious and intentional about how we create and maintain the kind of relationships that are beneficial to us personally and to the work of the team.

This interactive programme looks at some common causes of workplace conflict and offers frameworks for structuring potentially difficult conversations, focusing on careful preparation and early intervention as an efficient – and ultimately time-saving – way of diffusing tension, accessing new solutions to previously intractable problems and building good relationships across your professional network.

Part (v) Your Voice of Influence
Approaches to leadership are changing…People at all levels are expected to think independently, act on their own initiative, work in multi-disciplinary teams, and pull together to solve increasingly complex problems.

More than ever, conducting influential conversations is a key leadership skill – as well as a fundamental life skill! We all participate in influential conversations and we can all make a positive impact on the world around us through our interactions with others.

In this module you’ll be identifying ways in which you already use your influence positively and exploring new approaches to developing your influencing skills still further. We’ll be looking at the ethics of positive influencing and the importance of aligning personal, professional and organisational values. We’ll be looking at the foundations of influence, how to establish your own credibility, what we mean by an influencing ‘mind-set’, and how you can influence for change.

Most importantly, we’ll be thinking about influencing as an everyday activity – based on connection with others and solid relationships, built on trust and respect – influencing which is a source of motivation and inspiration.

Part (vi) The Leader and the Team: Thriving in Change and Uncertainty
If ever there was a time for thinking about thriving in change and uncertainty, it has to be now. Our current experience has thrown the spotlight on change – not as a one-time event, but rather a process of learning and adapting – a period of transition that needs to be acknowledged and managed.

In this module we’ll be looking at your role as a change agent, taking the strategic overview, articulating the vision, and creating a momentum for change. You’ll be thinking about your own responses to change and uncertainty.

At the same time, you need to provide a focus for stability, so – as always – we’ll be thinking about your communication as a leader, liaising with stakeholders outside your department and keeping the communication channels open with colleagues in your team.

You’ll be thinking about your own responses to change and uncertainty, how you can provide support for the team, and how they can support you. As always, you’ll come away with practical ideas for bringing about sustainable change in a way that enables you to be proactive in the change process, able to evolve and engage with continuous learning and improvement.



The ‘Taking the Lead’ programme is likely to appeal to:


  • Colleagues wanting to enhance their interpersonal skills and personal effectiveness
  • Colleagues wanting to develop their leadership skills and build confidence in their leadership role, whether with an official title of responsibility or not
  • Colleagues wanting to progress their career e.g. from Specialist doctor to Specialty doctor
  • Colleagues interested in becoming SAS Tutors
  • Colleagues thinking about applying for Specialist Registration via the CESR pathway.