AUTHOR

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SPEAKER

Elise brings to stage the energy and inspiration to motivate people to want to push their boundaries. She speaks about empowerment, transition, productivity, motivation and leadership. Read more.

MENTOR

Elise works with people who want to advance their careers, their roles and their lives – to ramp up their impact and make a bigger imprint in their worlds. She helps individuals to find the courage to do whatever it takes to lead a purposeful life and make a difference. Read more.

ADVISOR

Elise has an intimate understanding of the strategies needed to move on, make a change and re-engineer yourself, your team and your organisation. Having lead major changes at state and organisational levels, she is sought out as an advisor in organisations wanting to transform and turn around their fortunes.Read more.

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From the Blog

How clinical leaders learn

“Are we heading into a future where knowing is obsolete?”[1] The changes and challenges facing healthcare, coupled with the overwhelming and growing supply of information, put in doubt traditional and static forms of education.  In these forms, the student is ‘filled’ with the theories and information needed to perform specific roles and functions.  The rate of knowledge production is so great, that much of what is learned in such programs is likely to be superseded before the student has completed their program.  Education programs that are static may have the paradoxical affect of making the student more resistant to the changing context as they cling to the theories they learned and become closed to new ideas.  This is amplified in leadership development programs, where the view that the leader is the font of all knowledge is no longer tenable. Furthermore, the problems confronting clinicians do not lend themselves to traditional education and tried solutions.  It is not enough to simply develop clinical leaders’ individual management competencies.  The process of developing skills must also be transformative on a personal, organisational and professional level.  The problem is that the standard approach to training and development for leaders do not translate into individual, team and organisational improvements immediately (and sometimes they never do!)  The focus is on the skills, competencies and the trainer’s processes – and not on the real problems and challenges that the manager has to deal with in reality. The reality is that every team member is unique – and every manager is unique – and in these times, there are more unique situations and problems than standard ones. ...