Leadership & culture in healthcare

reference in the podcast to the ‘Dalton report”: https://nhsproviders.org/media/1154/nhs-providers-on-the-day-briefing-dalton-review-5-12-14.pdf Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Stephen is the CEO of Cambridgeshire County Council but is of particular interest to this podcast as he has undertaken senior leadership role in the NHS , local government, police service and nationally in NHS England. Local Government is fundamentally about place, locally led by politicians and people Democratically elected to led with a mandate. The differences between a local authority CEO and...

As a managing director of two district councils in Norfolk, Trevor sees the role of localised delivery to be essential for the health, wellbeing and prosperity of local communities. Leading in the public sector is a privilege, vital and supporting how services are designed and improved it’s important. It is vital to be honest about money, resources and availability of support and wrap help around...

Wigan is the 9th largest unitary council in England supporting 345K residents. A politically stable Council, it is part of the combined authority in Manchester, who has an elected mayor. A key challenge for the Council is how to switch resources to provide preventative support. 70% of expenditure is on children and adult social care - the aspiration is ensure that residents can live well, support...

Buckinghamshire council is the 5th largest unitary authority in England and led by Rachel as chief executive. With responsibility for 1,300 separate statutory responsibilities Rachel describes the challenges a of meeting demand for statutory functions, balancing the budget and prioritising the legislative mandate of the Members. The authority has seen a rise of 70% in demand for eduction, health c...

Brief introduction to series 4 where we will be discussing leadership and culture with CEOs of local government organisations- county councils; unitary councils; city councils; district councils. Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Discussion based on the three episodes in the series with CEOs of independent health care providers. David Hare discussed what the sector does, the similarities in culture with NHS providers, the future developments that are likely to happen and how the sector can work hand in glove with the NHS to deliver local healthcare. Matthew Winn, podcast host and an experienced leader in healthcare in the...

Formed 60 yeasts ago, Ramsay Health care work across many health care sectors and within many continents of the world. In the UK they operate 37 hospital units after entering the UK healthcare market 15 years ago. Nick Costa has worked in healthcare for 17 years and previous had roles in the logistics, retail and manufacturing sectors. His approach and interest is in providing a great customer foc...

Keith started his career as a Dr working working in primary care, hospitals and anaesthesia for 15 years focusing on cardiac and neuro specialisms followed by stints in the private sector and the World Health Organisation. Intrigued by partnership models in insurance models he worked in roles that were based around behavioural change and rewarding people for making changes in their lifestyles. Pre...

Founded 35 years ago by a Physio, GP and podiatrist Connect Health has grown and developed considerably over the years. Now solely providing NHS contracted care, the organisation provides MSK care; pain management services, and rheumatology support. After being awarded a NHS contract outside of their “home’ patch in 2010, attracting investment, forming a new Board and leadership team, the form has...

The five podcasts in series 2 has given an insight into national leaders and their organisations. The episode is a summary of the themes coming out of these conversations and Matthew’s thoughts on what are the main challenges for national regularly body’s looking forward. Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

The office of the National Guardian was set up following the recommendation of Robert Francis in his seminal review work. The National Guardian and the office covers England and is hosted within the Care Quality Commission. It has/continues to develop processes and cultural improvement to support people speak up about care and quality in healthcare organisations. There are over 1000 guardians coun...

The General Medical Council is an independent regulator, established in Statute. Charlie has been its leader for seven years. It keeps the register of practicing professionals; undertakes fitness practice assessments; sets training and education requirements for medical schools and increasingly supports organisations to proactive support Drs in employment. Data and insight is a key plank of the or...

Following careers in provider leadership and the Care Quality Commission, Andrea has led the NMC for the past five and half years. As the regulatory body for nurses and midwives, there are 848,000 on the professional register. The NMC protects the public through the standards of registering professional to have a licence to practice; regulates the standards of professional education to terrain our...

Purpose of the CQC is register health and care providers (50% private and 50% independent providers); provide public assurance through inspection and promote improvements in care. Much of the statutory role is about compliance against the 34 quality statements, but increasingly the CQC are conveners, using their insight and data. The organisation has a wealth of data and developed greater data pro...

Henrietta discusses how she works across regulatory and accountable organisations to promote patient safety by putting patients first, as well as the importance of listening to patients’ views. During the episode Henrietta discussed people who have inspired her; the roles she has undertaken that have prepared her for this role and the impact she is/will be making in safety of patients. https://www...

What do the leaders of national organisations do to support great culture and leadership in health care delivery? This series sets out to understand more. Matthew Winn, podcast host and an experienced leader in healthcare in the UK.

Michael West is a Professor of organisational psychology and a senior fellow at the Kings Fund.  In the podcast Michael discusses how the NHS staff survey is the longest running staff survey worldwide across all sectors. Designed in 2003, it has 20 years of data and feedback from 600K people per year.  The evidence shows the best predictor of NHS organisational performance is staff engagement - sp...

After starting her professional life as a scientist, Birju has spent 21 years at Northumbria FT in various roles and within the last year has been appointed permanent chief executive. The Trust has a long pedigree in leadership development, manager and clinicians working as a single team, values based recruitment, and involving/engaging staff with real time data. Describing her development and sup...

Formed in 2001 in bringing together mental health and physical health services and staff, the Trust has developed and flourished.  There has been continuity and stability in leadership meaning that long term planning and purpose is clear within the organisation. Taking over as CEO in 2011, Julian has focused on accountability, building trust and developing/maintaining a healthy work place culture....

Having spent 34 years in the NHS, starting in nursing role, moving into clinical leadership and then managerial role, Mairead became the chief executive of Kent community trust 18 months ago.  Although inheriting a stable and well run organisation, there was still much to do and improve. with a focus on data and staff engagement/involvement, Kent community are making chnages to their culture and t...

Graham has an unusually route to becoming a healthcare CEO - via the retail and charity sectors into the NHS becoming a finance director and support of a great to CEO to mentor and encourage him in his career.  Surrey and Borders Partnership NHS Foundation Trust was formed from three mental health organisations - the culture puts kindness, curiosity and inquisitiveness at its core. Balance is alwa...

The new Chair of the Trust challenged the executive to improve the culture and ways of working that properly engaged staff on the back of a succession of poor staff survey results. The team used the leadership into action methodology; created an internal improvement academy; engaged; listed; acted; be honest when things go wrong and developed a vibrant leadership culture. Poor behaviour was tackle...

Pulling from the evidence base and experience of experts, such as Michael West, Anita plots the changes made in Cambridgeshire Community Services NHS Trust.  A simple narrative and approach starts with engaging and listening to staff; simplifying how the organisation operates;  reducing tiers of management; simply objective setting process and develop a positive and supportive culture. Cambridgesh...

Trust co-produced simple value statements that all could understand and live at work.  This approach started with a new leadership team facing huge financial challenges.  The Solent approach focused on building leadership capability; quality improvement capacity and knowledge; honest conversations about what was going well/not so well; a visible leadership that celebrated great care with staff. Ke...