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Leadership

Leadership - Managing teams, an MOT for your team

All the research tells us that building a strong team is fundamental, both to delivering your agreed objectives and creating a workplace where people can thrive and do their best work. We shared some models and some tips for assessing your team working and provide a structure for creating an action plan to build and sustain a high performing team. 

Date Tuesday, 10 March 2026 11:00 AM - 12:00 PM
Where Details Online Online - MS Teams
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Level Details Suitable for all levels
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Radio186 people viewed this event
This event has already taken place, but you can watch the recording and download resources below.

Lead facilitators

Andy Mitchell

Andy is Assistant Director at NHS Elect and works across the AEC and Acute Frailty Networks.  Andrew has over 20 years’ experience in Urgent and Emergency Care, Acute Medicine and Critical Care within the NHS and internationally.

Andy initially developed his clinical career in a number of EDs as well as other acute and critical care areas, becoming a Service Lead and Advanced Nurse Practitioner.

Andy has previously developed and implemented a nurse-led AEC service and during his time with NHS ELect has worked with over 50 Trusts and other providers across the UK in optimising their SDEC offers. He has particular interests in Experience Based Design, nursing workforce and development, and Quality Improvement techniques.

In addition to his work at NHS Elect, Andy has undertaken interim strategy posts and provides consultancy to nursing agencies.  Andrew has been a visiting postgraduate lecturer in Emergency Practice and is passionate about promoting Advanced Nursing.

Jim Timpson

Jim joined NHS Elect in 2004 to set up the “Business of Healthcare” work-stream focusing on the financial sustainability of NHS services. This built on 7 years of experience in the IT recruitment business and 10 years of general management experience gained via the NHS Management Training Scheme. After a few years helping members on joint ventures, business cases, tender responses and negotiation strategies he was being asked to do increasing amounts of facilitation, change management and leadership development work. This prompted him to gain first a certificate in practice and then an MSc in Organisational Development from Roffey Park Institute. He still works on business oriented projects but a growing proportion of his time is devoted to work on resilience, conflict and culture.

What participants say

92%

of attendees agreed the presenters delivered the session effectively.

“It was good to learn about the research and science behind the behaviours and it was a great reminder of how one person's behaviour can influence a team.”

Resources



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