Deep impact: Taking a leadership course further

Since completing the NHS Leadership Academy’s Top Leaders programme in 2012, one group of director level managers has found it useful to continue with the work.

The seven leaders were brought together as part of an “impact group”, which is one of the main components of the programme, and involves creating small teams that work together over the course of a year.

‘This group was quick to gel and have continued to meet four times a year’

Coming from a variety of organisations and backgrounds - including medicine, nursing, and finance - this particular group was quick to gel; so much so, that following the programme, they have continued to meet four times
a year.

This, they say, helps them as individuals, as well as benefiting their organisations and, indeed, the system as a whole.

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The participants are:

• Caroline Alexander, chief nurse, NHS England (London region);
• Alex Morton, director of commissioning strategy and systems, NHS England;
• Steve Feast, executive medical director, North East London Foundation Trust;
• James Rimmer, chief operating officer, University Hospitals Bristol;
• Julie Bolus, director of nursing, NHS England (Derbyshire and Lincolnshire team);
• Chris Streather, managing director of the South London Academic Health Science Network; and
• Andy Leary, director of finance and commissioning, NHS England (Leicestershire and Lincolnshire).

According to Ms Morton, the programme as a whole has been an extremely positive experience, particularly because of the relationships forged in the impact group.

It has, she says, made a real difference to her day to day practice: “It’s had real benefits for me. I appreciate the ability to talk in a safe environment about the challenges of the job. We come from lots of different bits of the NHS, so we have different experiences, and it really helps to look at things through different lenses. If I’m looking at something that might have an impact on an acute trust, for example, I’ll try to put myself in the shoes of James in Bristol, for example.”

‘The group pushes me a lot and lets me test things in a safe environment’

Since meeting in 2012, most members of the group have progressed in their careers, she says, but while personal career development is an area they discuss, it is a relatively small part of their meetings.

Rather, they use the opportunity to get a fresh perspective on the knotty issues they are tackling every day, and to challenge and refresh their own ideas and leadership practice. “I think it benefits me, and my organisation,” Ms Morton says. “It pushes me a lot and lets me test things in a safe environment.”

She has found the group an excellent place to talk about her plans and experiences, and how she is performing as a leader.

Feedback and reassurance

“It’s great to get feedback and reassurance on whether I’m going far enough, or if I could be doing a little bit more,” Ms Morton says. “And I can give that same challenge and feedback to others in the group when they talk about the issues they are facing.”

She has recently started on a new programme of work, she says, and found the impact group a valuable resource. “I was able to talk about how I thought I’d approach it, and also get advice about the key risks, and how I might mitigate these,” Ms Morton says.

“It meant that my approach was tested and challenged.”

‘It was a great opportunity to see into a different world and different sector’

With greater integration between the NHS and local authorities firmly on the agenda, as well as system-wide working within the NHS, the group’s make-up reflects a large part of the mix that is becoming part of senior leaders’ lives.

Working so closely with leaders in provider organisations, for example, gives her a better idea of the impact that commissioning decisions can have on those who are working with patients in the community and in acute settings.

She also valued the experience of working with third sector organisation Trident Reach, not least because it gave an important insight into a sector that is becoming increasingly involved in health and social care delivery. “It was a really great opportunity to see into a different world and a different sector,” she says.

“It was a great experience.

Leadership models

“From a personal perspective, I appreciated learning from Trident Reach about their models of leadership, which were really values based. Their staff were amazing - so engaged and committed - and I think a lot of that was around leadership and development. It was great to take that learning back into my own organisations.”

‘If you asked me now if we’ll still be meeting up in 10 years, I’d say yes’

Others who are taking part in the meetings also believe that their organisations benefit from the process: indeed, they agree that they come back re-energised after attending the events, which have taken place in venues across England to reflect the geographic spread of the participants.

And there are certainly no plans to call a halt to the meetings.

“If someone had asked me two years ago if we would still be meeting now, I would probably have said no,” says Ms Morton. “But if you asked me now if we’ll still be meeting up in 10 years, I’d be saying yes.”