The surge in admissions during the COVID-19 pandemic necessitated implementation of an incident rota for >130 junior doctors (JD) including new/re-deployed doctors. Conscious of the risk of feeling underprepared, isolated or lost in a big re-shuffle, JD were allocated to 5 teams each with a varied skill mix. Five registrars and ten SHOs, were identified by senior clinical leaders as showing leadership potential and appointed as ‘Team Leaders’ (TL).

TL promoted psychological well-being, provided peer-support for their team and managed rotas to ensure safe staffing across 30 wards. The chief registrar met weekly with TL to support leadership challenges and maintain an oversight of the expanded multi-speciality workforce. Supporting new leaders to be accessible and creating a support network allowed a large-scale change in working patterns, whilst maintaining a localised, team-based feel.

Prior to nomination, 44.4% of TL had no leadership experience. Therefore, a self-assessment survey covering the five domains of the medical leadership framework (personal qualities, team working, managing services, improving services and setting direction) was carried out to assess the impact of this experience.

The majority of respondents felt that they had achieved leadership skills covering all five domains. 100% felt that their TL experience made them more likely to seek future leadership roles with 66.5% considering applying for a specific leadership training programme e.g. RCP Chief Registrar and Darzi Fellow programmes.

As a result of the positive impact of this unique leadership opportunity an allocated weekly session has been incorporated into IMT3 job plans, with the aim of continuing to support and empower junior doctors to pursue senior leadership roles. Equipping trainees with the requisite technical and leadership skills to directly influence change throughout their careers and develop into tomorrow’s clinical leaders will undoubtedly improve patient outcomes.