SENIOR FACULTY: LEADING INCLUSIVE DEPARTMENTS

You have probably seen it at close range. An IMG or LED who is clinically capable, motivated and keen to contribute, yet somehow struggling to find their footing. The induction did not quite land. The supervision was patchy. Nobody explained the unwritten rules. And because the system moved on, so did the problem, unresolved, quietly compounding.

This workshop, delivered by DoctorsTraining, is designed for the people who have the positional influence to change that. Not just to supervise better themselves, but to build departments where high quality, inclusive supervision is the norm rather than the exception, where trainers are equipped, expectations are clear, and IMGs and LEDs genuinely have what they need to thrive.

Through facilitated discussion, practical tools and peer learning, you will explore what it actually takes to lead that kind of environment: the culture, the systems, the conversations, and the courage to challenge what is not working.

To equip clinical leads, educational leads and local champions with the leadership skills, practical frameworks and strategic insight to build departmental cultures where IMGs and LEDs are genuinely supported, consistently supervised and able to flourish.

• Reflect honestly on the current supervision culture in your department and identify where the gaps between intention and experience are widest for IMGs and LEDs.
• Understand your specific influence as a lead or champion, and distinguish between what you can change directly, what you can advocate for, and what requires system level action.
• Explore the evidence on what makes supervision genuinely inclusive, and translate this into standards and expectations you can embed across your team of trainers.
• Develop the skills to coach and support your trainers, helping them move beyond compliance and toward supervision that is consistent, culturally aware and genuinely developmental.
• Design departmental structures and processes including induction pathways, supervision frameworks and escalation routes that do not rely on individual goodwill to function.
• Build confidence in having the harder institutional conversations: with HR, with management, with resistant colleagues, and with doctors who are struggling but not yet asking for help.
• Create a personal leadership plan that sets out the two or three changes you will make in the next ninety days to meaningfully improve the experience of IMGs and LEDs in your department.