Associate Professor Neil Orford is the director of the intensive care unit at University Hospital Geelong. In his time as director he has overseen some major developments within his unit, including the introduction of a paediatric service. Here he shares some of his strategies on what it takes to be an effective leader.

1. Leadership Challenges in ICU
A/Prof Neil Orford
Divisional Director ICU
University Hospital Geelong
http://barwonhealthicu.com

2. Why think about leadership?
• Health has changed over 15-years
• Intensivist’s role
• What I lost the most sleep over

3. The challenges
• Finding your own style
• Collaborate vs conflict
• 5-year plan
• Culture

4. Finding your own style

5. What it is…

6. Finding your own style
• Reflect
• Learn
• Mentors
• Feedback
• Nurture vs burnout
• Teach it

7. Collaborate vs conflict
You think a change is needed
Conflict and tension exist System is comfortable
Check your judgement
Cognitive dissonance
Collaborate / steer
Review direction
Collaborate / steer
Review direction
Trust / integrity / respect

8. 5-year plan and annual report
• Personal and unit
• Sense of purpose and forced reflection
• Accountability – Report activity, quality, education,
research, consumer, financial, leadership, programs
• Safety v innovation
• Corporate vs clinical: 5% savings vs 10% growth
• Upward change
• Success and failure: celebrate, learn, share
• Timelines - Week, month, quarter, year, 5-year
• Adapt

9. Culture
• United team
• Explicitly communicate
• House in order
• Behaviour – Respect, trust
• Nurture

10. Skills
Domain “Case load” Quality Education Self-reflection
Clinical
Leadership
Administrative
Personal