Mr Shyaam Teli
Shy Teli is a pharmacist with vast experience at working collaboratively with stakeholders and service users to shape and design secondary health services.
In his most recent role as Lead Community Mental Health Transformation Pharmacist at the East London NHS Foundation Trust, Shy's primary aim was to engage with stakeholders and service users with a view to increasing access to secondary mental health services in the community. Shy also focused on improving the prescribing of psychotropic medication in primary care with a specific emphasis on deprescribing effectively, particularly following discharge from secondary care.
Shy also has a passion for equality, diversity and inclusion. Shy was the first Intergenerational Network Lead in the NHS, and contributed heavily to the recently published NHS equality, diversity and inclusion improvement plan.
Shy studied his Masters of Pharmacy at the Universitè de Limoges (via the University of Portsmouth). Shy completed his pre-registration training at the Great Ormond Street Hospital for Children NHS Foundation Trust in 2011 and worked in a variety of Paediatric hospitals until 2018. Since 2018, Shy has been employed by the East London NHS Foundation Trust in a variety of roles.
Reason for applying for the scheme
John Daly’s 2014 paper entitled “The importance of clinical leadership in the hospital setting,” was the first paper that Shy came across that separated clinical leadership into formal leadership (e.g. Chair of networks) and everyday leadership (e.g. Clinical Supervision). The Kings Fund (in 2017) and the NHS long term plan (in 2021) have since further developed the separation, and the importance of the two to achieving long-lasting improvements in patient care.
In his experience in hospital settings over the years, and even on occasions in his own practice, Shy has seen formal and everyday leadership viewed as expendable. Thus, these are often the first roles to be dropped, or the first meetings to be cancelled, when our clinical priorities mount. Shy did not realise the harm that this was causing until he became the Intergenerational Network Lead. In focus group after focus group, staff members (including doctors, nurses, administrators and pharmacists) would tell him that they felt a leadership vacuum (both in formal and everyday settings) and that this was the number one cause for them to become disillusioned with their work. This disillusion often led to “quiet quitting,” and resignations.
As a result, Shy applied to this scheme in the hope that he can explore formal and everyday leadership skills within a variety of organisations. It is his hope that he can then transfer some of these skills back into a hospital setting, where Shy's research has shown that it is sorely needed.
