Health and Social Care organisations are under increasing pressure to deliver sustained operational improvement, yet many are constrained by factors that undermine performance. Variation in team productivity and quality, cultural challenges that drive absence and churn, and the constant demand to manage additional capacity and staffing are all placing strain on leaders and budgets. While many organisations invest in programmes that enhance the technical skills required to manage performance, the critical leadership behaviours that enable those skills to be applied effectively are often overlooked. Without this foundation, even the best technical frameworks fail to translate into meaningful, lasting change.
In this session, we’ll explore how organisations are equipping frontline managers with the leadership capability, habits, and routines needed to deliver consistent operational improvement - turning strategy into day‑to‑day action and driving measurable performance gains across teams.
With guest speakers from the Utilities and Insurance sectors, we will explore how their organisations have achieved measurable operational improvements by investing in frontline leadership capability and culture - and what the health and care sector can adapt straight away.
General Managers, COOs, Deputy COOs, Service Directors, and senior leaders responsible for operations, transformation, and performance in health and care.