Leadership Academy

Supporting chief executives to build a better NHS

Posted by: Deepy Kang - Posted on:

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.

‘Top jobs’ are highly pressured in any environment. But try combining this with the need to provide safe and high quality services for patients with complex needs. Then add increasing public and media scrutiny in a fragmented system – often with conflicting views about what needs to be done and how to do it – and the leadership pressure gauge rockets off the scale.

We’re all being asked to do more within our own organisations in a tough financial climate while trying to think more about the importance of broader systems leadership. 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. This makes the role of a CE more important than ever before. So why is the NHS losing talented people after such short periods of time?

Ideally the CE would stay in post for at least five years to give an organisation – and the system – the stability it needs. But people move on for different reasons. Those in their first official CE role may want to move into a bigger organisation with more complex challenges, or they may feel as though they’ve done what they can, especially if they’re leading a trust which is in a strong performing position. Some might feel they need to ‘jump before they’re pushed’. For others, the role might present its own set of challenges which they feel ill-equipped to lead.

Recent surveys and reports carried out by two independent organisations show the variation of the experiences people have had in their CE role. In a survey of 49 CEs – run in association with recruitment firm Hunter Healthcare – 77% said that although the role was tough, they found it really enjoyable. The results – part of a broader poll of 247 senior members of NHS staff – suggested that health chief executives thrive on challenges at work. But a report commissioned by The Kings Fund in partnership with NHS Providers shows a different picture. The CEs surveyed discussed how lonely they found their role to be, with many expressing that it was completely different to any other on the board and often being left to ‘get on with the job’ after appointment with no real package of support. This contradiction makes it clear that more support is needed for these senior roles given the size of the ask. We need to get to a point where CEs across the health system feel supported, cared for and developed to reach their full potential as a leader. We need to build a system which has tolerance for some mistakes to be made in the spirit of learning. We know CE roles are extremely challenging, so providing the correct support to help people perform at an optimum level is critical.

Planning for the future

Trying to remain part of a sustainable system is a huge challenge facing CEs. How do you sustain services in your trust while trying to reconfigure services for the future? How do you cope with the prospect of sacrificing something which impacts the organisation for the benefit of the system? As well as leading their organisation, CEs also have a key responsibility for motivating staff, ensuring their voices are heard and that they feel truly valued for their hard work and efforts. This is happening against a backdrop of unprecedented change. The role of a CE within the NHS is incredibly challenging, which means appetite for it can be low. In 2014 The Kings Fund found that 16% of community trusts had no substantive CEs. Perhaps this is linked to the high risk to reward ratio of the role? When you’re leading a risky organisation in the private sector, you may face the prospect of losing your job and not being employed for a long period of time, but you’re also more likely to be rewarded financially with a handsome remuneration package agreed at the outside which mitigates against this personal risk. In the NHS it’s completely different; we’re asking people to take on these demanding roles which could make or break their careers, often with a lack of support. No wonder some colleagues feel that it’s a better prospect to remain at one below chief executive level at the executive level. Surely it’s the job of the system to take care of these talented individuals for the future of our NHS?

Good leadership across the NHS must be about empowering staff to deliver quality services to patients, so each and every person involved feels accountable for the part they play. Effective leadership development taps into the NHS’s diverse pool of initiative, innovation and commitment – fostering a culture of leadership based on the values of the NHS we all so passionately believe in. This is vital if we’re to achieve the radical, transformational shift needed to deliver a sustainable NHS across our local communities.

What we’re doing to help

Any developmental intervention, no matter how insightful, transformational, and useful it may be to future leaders, also needs genuine involvement and engagement with leaders in the wider NHS system. By doing so, they will be able to provide the much-needed support that future leaders so desperately need.

The Academy has been working in partnership with NHS Providers and NHS Improvement for the past year and a half on our Aspiring chief executive programme. It gives upcoming CEs the opportunity to develop their skills and capability and to network and connect with other likeminded individuals to build up a peer support network to draw on when things do get tough. Experienced CEs across the health service have also hosted sessions with participants, giving them the chance to ask questions and learn more about the career they’re about to embark on. To date more than 50% of participants who have completed the programme on Cohort 1 have been appointed in their first CE role. The programme has become renowned for the calibre of its participants, many of whom were included in the HSJ’s top 50 chief executive list last year. We’re also hearing lots of positive feedback from participants who have told us that their learning has been invaluable in helping them to prepare for this role. The key to this has been involving stakeholders in the NHS and central organisations in the design and delivery of the programme so they back and champion the participants and help them be the best CE they can be. This is really promising and exactly what we need to continue doing.

Despite the challenges they face, many CEs within the NHS still believe it’s a huge honour and a privilege to be in this role and thrive on the increased sphere of influence to benefit patients and services. Their role is vital to ensure services remain fit for purpose, staff are valued and high quality care is being delivered to those who need it the most. Providing the right leadership support for these individuals will be key to ensure they have the right skills, attitudes and behaviours to build a better NHS.

You can find out the Aspiring Chief Executive programme here.

1 reply on “Supporting chief executives to build a better NHS”

  • The only support CEOs need is how to be a good leader. Leader is a dreamer who never gives up.

    Good leader is the one who is kind, caring, compassionate and creates a great team and wins.

    Today, 45% of doctors in NHS are Black and Minority Ethnic and 25% other staff are BME yet 99% of CEOs and most senior decision makers are White

    In Wigan we transformed the Trust by appointing many amazing value based leaders and managers and implemented robust governance and made staff and patient engagement as the way we do things and transformed the Trust

    To transform any organisation, you keep the good old tings and good old leaders but you must bring new thinking, new vision and appoint value based leaders. These are the people who are kind, caring, compassionate and have the courage to make necessary changes.

    Until we get value based leadership and governance right all we do is waste public money.

    NHS wastes £20 Billion a year! Let us make our NHS safest and the best by appointing value based leaders in the first place and teach and train them how to build great teams and win.

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