“The role of the chief executive and other senior leaders is no longer the heroic individual but more akin to a conductor or facilitator of an orchestra of talent.”

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The NHS needs strong, stable leaders who are able to strategically plan and look ahead while taking the immediate needs of their staff and patients into account. Following our recent blog which discussed the average tenure of a chief executive being just 18 months, it posed the questions of what makes people think about moving on so soon? And how can we get better at keeping them?

 

Here, in the first of a series of blogs, Silas Nicholls, group deputy chief executive of Manchester University NHS Foundation Trust and a graduate of the Aspiring Chief Executive programme, talks about his own experience and the impact the programme had on him, his colleagues and the system. The programme is a collaboration between NHS Providers, the NHS Leadership Academy and NHS Improvement.

Continue reading ““The role of the chief executive and other senior leaders is no longer the heroic individual but more akin to a conductor or facilitator of an orchestra of talent.””

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Supporting chief executives to build a better NHS

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We can spend years nurturing and supporting leaders to develop and progress into a chief executive role, yet a report by The Kings Fund found that the average tenure is just 18 months. What’s making people think about moving on so soon? And how can we get better at keeping them? Deepy Kang questions the short tenure of NHS chief executives (CEs) and looks at what leadership support they may need.

Continue reading “Supporting chief executives to build a better NHS”

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