Chief Executive’s Message – Friday 26 May

May 26, 2023

This week I want to talk about why our new ARC Leadership Programme will ensure all colleagues are able to flourish and thrive within our organisation.

The last 13 years have seen the NHS face demand pressures and funding constrictions which were exacerbated by the global pandemic leading to severe pressure on services.

We are facing higher levels of sickness than ever with more colleagues suffering a degree of psychological burn out and national and local vacancy rates are at an all-time high.

This landscape we find ourselves in means there has never been a better time for us to develop our leaders in a different type of leadership that will benefit the organisation, our staff and patients in the future.

Our people plan recognises the three fundamental contributors to staff engagement and morale – inclusive leadership, improved digital experience and a comfortable physical environment. It’s very simple to me – happy staff means happy patients and carers.

The new ARC leadership programme has three core modules:

1. Compassionate and Inclusive Leadership
2. Restorative People Management Practice
3. Leading and Inspiring Safety and Service Innovation

This year we are focusing compassionate and inclusive leadership. And I just want to make it clear, compassionate does not mean soft, fluffy or ineffective – it is essentially a way of leading a team, so they feel respected and valued so they are able to contribute in their own way, to our strategic objectives.

On a personal reflection – 20 years ago after being appointed in my first executive role as chief operating officer, I took part in a 360 appraisal which asked my immediate team what they thought of me. The feedback essentially said I was efficient and good at driving the team for outputs but didn’t listen enough or consider their own views or opinions about how a target could be achieved or indeed question for whom the target was to be achieved.

This feedback had a profound effect on me and prompted me to go and work in the world of mental health and learning disabilities. I knew that environment was one which was less certain, and less target driven and would not respond to the managerial transactional style that I had developed. I honestly think if I hadn’t moved to that role, I would not have become a chief executive.

A chief executive’s primary task to serve their organisation by listening and being aware of what is going on – listen, analyse and work with others. That is what compassionate leadership is about.

I am delighted that many of our leaders have already made the commitment to attend this training which starts in June. Please do share your feedback about your experience on the programme.