General Election 2019 – The Party Manifestos

by Jonathan Bisby

Like with any general election, the NHS is always a key battleground. Promises on healthcare from the political parties in their recently published manifestos has grabbed headlines as they attempt to secure votes. Here are some of the main manifesto promises that the Conservatives, Labour, Liberal Democrats and other parties have made during this year’s election campaign:

Funding

Conservatives

  • £34 billion extra funding a year for the NHS by 2023-24
  • £750 million a year funding to provide 50,000 more nurses in the next parliament
  • Maintenance grants of between £5,000 and £8,000 a year for student nurses

Labour

  • A pledge to spend £28 for every pound that the Conservatives have pledged
  • Increase expenditure across the health sector by an average of 4.3% a year
  • A promise of a ‘lifetime cap’ on personal contributions towards care costs

Liberal Democrats

  • £7 billion additional funding to the NHS
  • A penny on income tax for the NHS and raise £35bn to spend on the NHS and social care
  • Bursaries for nursing students studying specialties where shortages are most acute

Access to services and medicines

Conservatives

  • Upgrades on six hospitals by 2025 and a commitment to start building new ones over the next decade
  • Free hospital parking in England for NHS staff and some patients
  • A commitment to make the UK the leading global hub for life sciences after Brexit and to work collaboratively internationally and with the EU on scientific research, including Horizon

Labour

  • Abolish prescription charges in England
  • Establish a generic drug company to improve fair prices on medicines
  • They have promised to stabilise overstretched A&E departments and improve stroke, heart disease and cancer survival rates by providing earlier diagnosis and improved screening rates
  • Progress the clinically appropriate prescription of medicinal cannabis

Liberal Democrats

  • £10 billion capital fund to upgrade facilities and equipment in hospitals and NHS buildings
  • A pledge to increase mental health services and provisions and reduce waiting times for these services by reforming the Health and Social Care Act and end what they call automatic tendering of health services
  • They will increase access to medicinal drugs on prescription, such as medicinal cannabis, drawing on international evidence to establish a clear evidence base for research in the UK

Workforce

Conservatives

  • A commitment to increase the number of GP posts from 3,500 to 4,000 from 2021/22 and create an extra 50 million appointments in general practice by 2024/25.
  • NHS Visa for trained nurses and other health professionals coming into the country to make it easier to enter, but no similar pledge to social care
  • Delivery of the NHS People Plan with a commitment to recruit 6,000 more health professionals into primary care, which includes pharmacists, retain skilled workers within the current workforce and improve staff morale

Labour

  • Pledge to ensure that community pharmacy is supported
  • They will increase of 5,000 fully qualifies GPs into the NHS
  • Create an NHS working environment that is ‘safe, flexible and free from harassment, bullying or violence’

Liberal Democrats

  • Retain free movement of workers by preventing the UK from leaving the European Union and supporting the current European GP workforce and attract more GPs to work in this country
  • End the shortfall of GPs by 2025, pharmacy was mentioned as a profession which they will make greater appropriate use of
  • Expand GP training places to 5,000 by the end of the next parliament

The Scottish National Party is calling for the next government to invest significantly in the NHS and have promised to boost Scotland’s budget for the NHS by £4 billion over the course of the next Parliament. They will also introduce the NHS Protection Act, which they say will protect the health service from any future trade deals in Scotland.

In Wales, Plaid Cymru are planning for an overhaul of healthcare and have pledged to provide 1,000 extra doctors, 5,000 nurses and 100 dentists to be trained and integrated into the Welsh NHS. They are also calling for free social care at the point of need for elder people in society, estimating that this will cost the Welsh Government £300 million a year. A 5% increase pledge in mental health spending over the next decade is also a significant announcement.

The Green Party have also announced that they will increase funding to the NHS by at least £6 billion each year until 2030 and ensure that mental health care is put on an equal footing with physical health care. They will add a further £1 billion a year into nursing education, as well as reinstating nursing bursaries for students.

We are calling for the political parties to support pharmacy. Take a look at the RPS General Election Toolkit and our general election blog. This is an opportunity for you to have your say and help make the voice of the profession heard.

The future is accessible

by Helen Reilly, Head of External Relations, RPS in Scotland

This International Day of People with Disabilities, I attended Inclusion Scotland’s The Future is Accessible 2019 event on behalf of RPS. I wanted to find out about the practical things that employers can do to help reduce the disability employment gap.  

In Scotland, data shows that in 2018 the employment rate for those classed as disabled under the Equality Act 2010 was 45.6 per cent which is significantly lower than the employment rate for non-disabled people (81.1 per cent). Scottish Government has committed to halving the disability employment gap by 2038.

Workplace benefits

By delivering more inclusive workplaces and improving employment practice for disabled people employers can secure a range of benefits. A more diverse workforce provides a wider perspective, offering insights for decision-making, and leading to the delivery of services that better meet the needs of all people.

At the event we heard from a number of employers about their positive experiences of recruiting an Inclusion Scotland intern and the benefits this brought to the whole team. We also heard from those with lived experience of the barriers faced by disabled people seeking employment. 

Kiana Kalantar-Hormozi, a previous intern from Evenbreak, told us ” The truth is that we’re innovators, creative-thinkers and problem solvers. So it’s time to rethink recruitment strategies to benefit your organisation – are you missing out on untapped talent?”

Small changes matter

There are some small and simple changes that organisations can make to their recruitment processes and ways of working to make their workplace more accessible for disabled employees. These include looking at working hours, increasing flexibility and offering interview support. 

There were also presentations from interns about their employment journeys and the opportunities that getting work experience opened up for them. Mags Moore of Sopra Steria saw their intern gain confidence and become a valued member of the team. 

She said, “There is an amazing talent pool waiting to get a foot on the employment ladder. You can give them that chance”.

Disability Confident

Diversity and inclusion is important at all levels in the workplace as it helps employees to feel accepted and valued. Staff who feel valued and supported are more likely to give their best and be motivated to be more productive, creative and innovative. This is why RPS has committed to improving how we recruit, retain and develop people with disabilities by signing up to the Disability Confident scheme, which supports employers to make the most of the talents people with disabilities can bring to the workplace.

Mags Moore told us that she believed that TEAM stands for Together Everyone Achieves More and I think this is a very fitting reflection of how diversity in the workplace benefits everyone.

Just started a new job? Or is work a bit tough? You might benefit from a mentor

By Prof Nina Barnett, FRPharmS

Mentoring is an excellent way of providing guidance and support for pharmacists at any time in their career, from being new to the profession or thinking of changing sector to dealing with difficult work situations or reflecting on the avenues open to maintain an optimal work-life balance.

Mentoring is often defined as a relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. The activities involved can be varied and the scope can be wide. For example, the term can refer to a relationship in which the mentor provides guidance on development in general or on specific topics. It can also overlap with coaching, career guidance, support by peers and tutoring.

The term “mentoring” is sometimes used to describe the relationship between a tutor and tutee. The terminology can be confusing in pharmacy because for preregistration trainees, the tutor could be considered as a “qualification mentor” due to the regulatory requirement for guidance through a programme of study leading to a professional qualification. In addition, some trainees have both tutors and mentors.
In fact, mentors do not have to be experts or teachers. For example, peer mentoring relationships focus on mentee self-directed outcomes and the mentor is not a tutor but rather uses a facilitative approach to help mentees achieve their goals. Indeed, a pharmacist who is newly registered can be an effective mentor for a preregistration trainee because they will have recent experience of the preregistration year and of the examination.

Mentoring means different things to different people. To ensure a successful mentoring relationship, it is important understand the purpose of each mentoring relationship, both in relation to what the mentee wants to achieve and what the mentor can offer.

Mentoring is an excellent way of providing guidance and support for pharmacists at any time in their career, from being new to the profession or thinking of changing sector to dealing with difficult work situations or reflecting on the avenues open to maintain an optimal work-life balance.
Mentoring is often defined as a relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. The activities involved can be varied and the scope can be wide. For example, the term can refer to a relationship in which the mentor provides guidance on development in general or on specific topics. It can also overlap with coaching, career guidance, support by peers and tutoring.

The term “mentoring” is sometimes used to describe the relationship between a tutor and tutee. The terminology can be confusing in pharmacy because for preregistration trainees, the tutor could be considered as a “qualification mentor” due to the regulatory requirement for guidance through a programme of study leading to a professional qualification. In addition, some trainees have both tutors and mentors.
In fact, mentors do not have to be experts or teachers. For example, peer mentoring relationships focus on mentee self-directed outcomes and the mentor is not a tutor but rather uses a facilitative approach to help mentees achieve their goals. Indeed, a pharmacist who is newly registered can be an effective mentor for a preregistration trainee because they will have recent experience of the preregistration year and of the examination.

Mentoring means different things to different people. To ensure a successful mentoring relationship, it is important understand the purpose of each mentoring relationship, both in relation to what the mentee wants to achieve and what the mentor can offer.

Benefits to mentees
Being mentored allows the mentee to improve their understanding of work issues and to be exposed to different approaches to dealing with them. The mentor can be used as a sounding board for ideas and, because the relationship and conversations are confidential, the mentee can speak freely without fear of repercussions.
Information can be disclosed privately to a mentor who, coming from a similar environment, will be able to understand and empathise. Alternatively, the mentee might choose to be mentored by someone in a different sector in order to expand their horizons.

One specialist pharmacist in mental health was mentored as a junior pharmacist and, said: “Mentoring provided me with support and practical advice on how to deal with challenging situations, and gave me an insight on how to develop my career path and make use of my strengths and weaknesses.”

Most people who have been mentored describe an increase in confidence as one of the key benefits. One pharmacist, prescriber in a senior hospital-based clinical role benefited from mentoring when they became a pharmacist prescriber, explained:

Although I was very confident and experienced as a pharmacist practitioner, I was new to pharmacist prescribing. I wanted a mentor for support and to guide me through training and in my role as a new prescriber… Through mentoring I was able to address the challenges of a new prescriber, which included defining my scope of practice in order to maximise patient contribution and ensuring my prescribing was safe and effective.”

As well as offering opportunities for self-learning, mentoring can also help mentees focus on their priorities. One pharmacist, with an existing career in across a range of pharmacy sectors contacted the RPS to find support with the career direction change. They said: “Over the years, I have found that those that are thriving (whether in professional or general life) have often been blessed with having had one or more mentors. I know I would not be where I am now if it were not for several folk who have actively invested in me over the years.”

Rewards for mentors
Mentors often express satisfaction in helping others to achieve their goals as well as enjoying the opportunity to give back to the profession. As a mentor, the satisfaction of seeing your mentee overcome difficulties and create the future they aspire to is extremely rewarding.
I have been fortunate throughout my career to be mentored, both formally and informally, by people who inspired me to achieve my potential and who supported me through the various challenges along the way. I am pleased to be able to mentor others in the hope that they will gain from it as much as I did.
In developing others, mentors also grow their own skills and may gain a different perspective on work. They also find that their confidence around addressing issues and in dealing with people from different backgrounds increases. Mentors do not necessarily need specific knowledge in the mentee’s area of practice (they might simply be required to ask questions to aid reflection and help the individual to self-solve problems) but some skills, such as the ability to question, listen and provide constructive feedback, are essential.

For both mentors and mentees, mentoring presents many opportunities for continuing professional development. The relationship promotes learning, commitment and motivation, all of which support completion of revalidation entries. Entries may include learning that results from meetings and discussions, providing and receiving support or feedback, and evaluating progress either as a mentor or mentee. Mentoring experiences can be used to identify or refine learning focus.

Support
Many professional organisations recognise the benefit of mentoring services and provide this service for their members. Most health-related royal colleges, such as nursing, psychiatry and obstetrics and gynaecology, offer mentorship to their respective students and trainees.
RPS has a mentoring platform which facilitates easy and appropriate matching of mentor to mentee. You need to decide what you would like a mentor to support you with. You can then select and approach a mentor based on their profile of skills and experience. Join the RPS platform today and find your perfect match.

Sign up www.rpharms.com/mentoring

Get your flu vaccination!

by Paul Bennett, RPS Chief Executive

I’ve had my seasonal flu vaccination – have you had yours?

It’s become part of my routine, and I make sure I get a flu jab every year. I get it to make sure I stay well, along with the people I come into contact with who may be vulnerable, my family and colleagues.

It’s a very sensible precaution because influenza is easy to pass on, even if you don’t show symptoms. It can have a devastating impact if it takes hold.  Every healthcare professional working with patients should get vaccinated – it’s not too late.

We often think of flu as something little more than a bad cold.  It’s so much worse than that, In 2018/19, there were an estimated 1,692 deaths associated with flu.

Flu has a legacy of tragedy behind it.  The 1918 influenza pandemic killed more than both WW1 and WW2 combined.

We experienced something, thankfully on a less devastating scale, in more recent times. Back in the last decade, the UK suffered as part of the outbreak of Pandemic H1N1/09 (or Swine flu as it became known).

At its peak there were estimated to be 110,000 active cases in a single week in the UK. This caused much disruption to the lives of many of us. I remember spending days planning for massive workforce disruption as part of the leadership team of my organisation at the time. Our challenge was to support ill colleagues while continuing to serve the patients who depended upon us. Maybe that’s why I take these things seriously.

The RPS supports the call for all healthcare professionals to be vaccinated. It’s just common sense and yet not enough do. And every year, the Chief Medical Officer and Chief Pharmaceutical Officers call on healthcare workers to be vaccinated. As the professional membership body for pharmacists, we must lead by example, and that’s why I encourage all our employees and members to do the same thing. Protect yourselves, your family and the rest of the population.

Working for you on workforce wellbeing

by Sandra Gidley, RPS President

The extent of workforce pressures on the mental health and wellbeing of pharmacists, pre-regs and students is shocking. 

When we asked you to tell us about your experiences in our workplace wellbeing survey in September, over a 1300 of you responded in a fortnight.  Thank you to everyone who shared their stories with us and our survey partner, the charity Pharmacist Support.

Pharmacists all over the country told us they are suffering from severe stress and burnout because of the pressures they are facing at work.

This is totally unacceptable.

The data you have provided us with is powerful. Our next step is to lobby governments, NHS and employers across Great Britain to make sure all pharmacists get equal access to wellbeing support.  At present, only those pharmacists employed directly by the NHS get access to help, alongside doctors and dentists, who get it regardless of where they work.  We are fighting for all of you to get the same support.

Key themes

Workplace pressure contributes significantly to poor mental health and wellbeing.  Some of the themes we’ve picked up include how poor mental health is not specific to one sector of practice, it can affect all pharmacists wherever they work.  A large proportion of respondents told us they are at a high risk of burnout.  Many of you have also said that you’re very concerned about the effects your stress has on patient safety. In addition, survey respondents feel that workplace pressures can cause people to disengage from their role, creating personal unhappiness and a less productive workforce.

Campaigning for you

Our lobbying work around this is now focusing on getting preventative measures in place and structured mental health and wellbeing services for all pharmacists. I’d go as far as saying that the NHS is at risk of creating workforce inequalities by providing support services for some staff and not others. We need to learn the lessons from the workforce pressures our GP and nurse colleagues have experienced, rather than make the same mistakes.

Next steps

In December we’ll be publishing a summary of the topline survey results and will provide a more detailed report in Spring 2020.  We’ll then hold a roundtable with key stakeholders to identify solutions to the problems raised in the survey.  We’ll continue to engage with you, the NHS and government to get equal access to the right support for the profession.

Confidential help

Remember, if you’re struggling to manage your wellbeing, you’re not alone.  Pharmacist Support – the profession’s charity – has free and confidential services that may help.  For information, a stress helpline, specialist advice, wellbeing workshops and online resources visit Pharmacist Support info@pharmacistsupport.org  or call 0808 168 2233.

How to ensure effective mentoring

Stephen Goundrey-Smith explains how pharmacists can benefit from mentoring and gives his recommendations for ensuring mentees and mentors get the most out of a mentoring relationship

Mentoring is a useful tool for those interested in career progression or simply anyone wanting support. 

Mentoring is a one-to-one relationship of professional development, usually between someone seeking professional progression and a more experienced practitioner. This could also include someone seeking to develop new expertise and a practitioner already active in that area.

Mentoring is different from coaching in that mentoring is concerned with professional development, rather than learning specific skills but many commentators argue that there is considerable crossover between the two.

Mentoring has been shown to have a positive impact on career development in healthcare, helping to improve confidence and interpersonal skills of mentors as well as mentees. It also improves career retention rates and work performance. Moreover, work among psychiatrists showed that mentoring greatly benefited professionals who worked in multidisciplinary teams or who were isolated from their peers in daily practice. Read the full article here

Find out more about RPS Mentoring and how it can help you.

Reducing antibiotic prescribing through system leadership

by Katie Perkins, Medicines Management Adviser Hastings & Rother Clinical Commissioning Group

At the end of 2018 I took on the role of CCG medicines management lead for antimicrobial prescribing (alongside promotion to Medicines Management Adviser and respiratory lead). I work across two CCGs which cover 43 GP practices.

RPS AMS training

The RPS AMS training programme became available at just the right time in terms of my new role and immediately before the start of our 2019/20 prescribing support scheme. I was already out and about talking to GPs about their antibiotic prescribing and in particular three out of the 10 practices that I look after were particular outliers for antimicrobial prescribing. The learning that I undertook as part of the course, particularly in Quality Improvement (QI) methodology was invaluable and we were given a brilliant opportunity to “try this out in practice” with tutor support.

My QI project

The QI project I chose was to reduce inappropriate prescribing of antibiotic rescue packs for COPD exacerbations and ultimately for this to help reduce the total number of antibiotic items (per STAR PU) prescribed by the practice.

I carried out a patient level search at the practice to identify people with COPD who were prescribed an antibiotic rescue pack on repeat prescription. 22 people were identified and 9 of these had received six or more courses in the preceding twelve months.

In preparation for presenting this to the practice I met with a nurse at another practice which had robust and effective processes in place for the issue and follow up of COPD rescue packs – this was helpful in ensuring that I had a realistic handle on what is reasonable to expect in practice.

I met with the four practice GPs, pharmacist and practice manager and presented them with the list of these patients. I asked them to review each one to determine if the antibiotic remains appropriate. I provided them with current national guidance from NICE on this area as well as our local formulary guidance.

Where an antibiotic rescue pack was appropriate, the GPs were asked to consider only prescribing this as an acute prescription (not on repeat) or, as a compromise, if they would prefer to keep them on repeat, to consider a maximum of two issues before the patient was reviewed. I was surprised that the practice agreed to move all prescriptions to acute and for all new rescue pack prescribing to be issued only on acute.

They also agreed to include instructions in the rescue pack directions for the person to contact the surgery when they started taking it. The practice already had a leaflet that they give out to people when they are first prescribed a rescue pack – they now aim to give this out more consistently.

Results and impact of my QI project

Before the QI project (February 2019) the practice was the highest prescriber of antibiotics in the CCG (total items/STARPU). The latest data from PrescQIPP (August 2019) shows that the practice has dropped to the 9th highest (out of 23 practices) and reduced their total antibiotic prescribing by 10%.

Practice bar charts Antibacterial items/STAR-PU showing 12 months rolling data to August 2019

This is likely to be in part due to the reduction in rescue pack prescribing but I suspect that the project may also have provided a renewed focus on reducing inappropriate antibiotic prescribing more generally.

Getting all the GPs and the practice pharmacist together and presenting the data to them face to face really got them thinking about the possible consequences of these repeat prescriptions. They all committed to reviewing these patients and they have changed their behaviour when it comes to managing COPD rescue pack prescribing.

Next Steps

As mentioned previously the response to my QI project proposal by the practice pleasantly surprised me and this has given me the confidence to roll the QI out to the other 42 practices across the CCGs. I also plan to look at other areas of repeat prescribing of antibiotics such as UTI prophylaxis and long term prescribing for acne and rosacea.

Find out more about our AMS training in England

Uncovering hidden histories at the RPS Museum

by Matthew Johnston, RPS Museum

Part of our work here at the RPS Museum includes researching various aspects of pharmacy history so we can enrich our displays, tours and articles, especially those areas that are currently under-represented in the museum.

A recent focus of this research has been to uncover more stories relating to BAME communities. This isn’t an easy task as historical registers of pharmacists did not record information relating to ethnicity. In addition to this lack of documentary evidence, there is little visual material available, particularly in the early years of the Society before the widespread introduction of photography.

But we didn’t let that stop us. When we look through the records, we can see tantalising glimpses of stories that we can use as a starting point for our research. The earliest specific reference we have found in the Society’s archive is the arrival of the first black African student at the School of Pharmacy in 1847, as noted in the report of the Annual General Meeting of May 1848, which reflects the attitudes of the time:

It is also gratifying to find that some have come from distant countries, and one of these, an intelligent African, is probably the first native of that soil who will apply a knowledge of Chemistry acquired in an English School, with the view of promoting the arts of civilization among his colored brethren.”

But who was this student? Frustratingly he isn’t named, but he may have been Joseph Mailloux. The Society published its first list of ‘Foreign Life Members’ in the Pharmaceutical Journal in 1856 and Joseph is listed as having been admitted to membership in 1847. He was based in Mauritius, which at that time was a British colony. His certificate number of 28 shows that he took and passed one of the Society’s exams, so would have been studying at the School around the time referred to in the above report.

Despite poring over the various resources available to us, we couldn’t find out much more about Joseph Mailloux. He remains on the Society’s register until 1877, so seems to have had a 30-year career. An annotation in the Registrar’s copy of the register confirms that his removal was because he had died, but no obituary was published in either the Pharmaceutical Journal or the Chemist and Druggist, a familiar story with international members of the Society at this time.

There is still a lot of work to do in terms of including more marginalised voices in the museum. Hopefully this blog has shown that there are stories to be told and histories to be revealed – we just need to keep on digging to find them and highlight diversity in the profession.

Our mentoring relationship

Being a mentee: Aamir Shaikh

I met my mentor Aamer Safdar whilst working at Kings College London. I was the 3rd year Professional Lead, and was introduced to him and he told me about his background, both personal and professional.  Just by listening to him, I knew that his values were similar to my own. 

Challenge

I now work at BUPA as the Chief Pharmaceutical Officer’s Clinical Fellow, but before that I worked within the Education Directorate at RPS.  It was there I worked alongside Aamer in projects involving undergraduates.  You will hear that pharmacy is a small world and this is one such example!  My manager explained how it is important to work alongside colleagues who will challenge your thinking and I found this in Aamer.  Our mentor/mentee relationship first established when we went out for dinner as a post-work group; it was here when I decided to formalise my mentor/mentee relationship with him. 

Benefits

I’ve benefited greatly from the mentor/mentee relationship. It’s given me thinking space but its been advantageous to both my personal and professional life to have someone to challenge my own thinking in whatever situation or scenario I am experiencing.  In our last meeting Aamer and I spoke about authenticity, congruence and integrity.  I found it particularly useful hearing from someone in Aamer’s position, a current GPhC Council member and previous RPS English Pharmacy Board member, about how important it is to stay true to your own values and what these values really mean.

We use the RPS mentor platform to record our meetings and have found that, as well as the normal methods of keeping in touch, the platform has been beneficial in keeping us focused. I couldn’t stress the importance of having a mentor enough.  It has really helped me focus whenever I have found myself in a sticky situation and I’m grateful for the time Aamer has shared with me.

Being a Mentor: Aamer Safdar

I have been a mentor to many people inside and outside of pharmacy and have used a variety of methods with my mentees which have included traditional face to face sessions as well as mentoring exclusively by email and by phone; in the latter two cases, I never met my mentees in real life until much later in our relationships! 

I currently mentor two pharmacists, at different stages in their careers, using the RPS mentoring platform.  The platform is useful because I have outlined the areas in which I would like to mentor in to manage my mentees’ expectations. 

Sharing experiences

In both of my meetings, we spoke about our careers and challenges at different levels and I was able to share my experiences and wisdom from both my day job and from being in national boards.  Much of my wisdom has come from my own mentors, who have been different people at different stages of my career,and with different perspectives and advice.  Without a mentor to bounce things off, I doubt I would have done many of the things I have done in my career.

Find out more about our mentoring scheme exclusively for members

Women in leadership: believe and achieve!

by Amandeep Doll, RPS Regional Liaison Pharmacist

This year I am delighted to be co-chairing our Women in Leadership event on 3rd October 2019 with the RPS President Sandra Gidley.  We had an incredible response to our event last year and want this year to be even bigger and better!

Believe and Achieve

The theme of this years event is Believe and Achieve. The day is full of practical advice and workshops to help you believe in yourself, celebrate your successes and be comfortable with your ambition. We have sessions with Clare Howard and Frances Akor who are current leaders; they will be sharing who their role models are and what values they believe you need to be successful.

Women are often negatively labelled according to their personality traits such as ‘too aggressive’ when they’ve demonstrated confidence in their roles, and others have included ‘too serious’, ‘too questioning,’ ‘too emotional’ and ‘too caring’.

You’ll learn how to achieve your next leadership role by challenging these stereotypes, as well as getting practical advice on how to overcome difficulties, increase your resilience and craft a winning CV.  We have workshops by Harpreet Chana and Heather Fraser from IBM on increasing your confidence and position yourself to get that leadership post.

To embrace the diversity of experiences and beliefs that women bring to leadership teams we also have a men as allies session, to celebrate the differences between men and women and how we can work together to be a successful team.

You’ll leave the event feeling more confident to apply for and take on leadership roles and also to support female colleagues to take those steps to becoming a great leader. 

Come and take part in our Women in Leadership event on 3rd October.