Posted on and updated on by Adeboye Ifederu
Adeboye Ifederu, head of the newborn screening laboratory at Great Ormond Street Hospital (GOSH) and Ready Now programme participant, shares his experience of managing at a senior level while developing his skills to become an effective leader.
Posted on and updated on by Chris Horner
To mark the latest graduation of Elizabeth Garrett Anderson (EGA) programme students, Chris Horner, recent EGA graduate and assistant director of communications and engagement at the NHS Transformation Unit/strategic communications consultant at Bridgewater Community Healthcare NHS Foundation Trust, talks about the benefits of the programme, which led to his research into Twitter and engagement in the NHS being published.
Posted on and updated on by Laura Emson
Laura Emson is a development programme manager at NHS Improvement. After recently completing the Elizabeth Garrett Anderson programme, Laura looks back at her two-year journey before she graduates with her cohort on 5 December, 2017. Continue reading
Posted on and updated on by Cara Charles-Barks
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. We can spend years nurturing and supporting leaders to develop and progress into a chief executive role, yet 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?
In the fifth of a series of blogs, Cara Charles-Barks, chief executive of Salisbury NHS Foundation Trust and a graduate of the Aspiring Chief Executive programme, discusses her experience and the impact the programme has had on her, her colleagues and the system. The programme is a collaboration between NHS Providers, the NHS Leadership Academy and NHS Improvement.
Posted on and updated on by Claire Vine
Claire Vine is a diabetes nurse specialist at the Diabetes Care Centre based in the Craylands Clinic, Basildon. After starting to take on more of a leadership role, she was keen to develop her skills: “I was conscious that I was leading and managing without any of the theoretical knowledge and was really keen to build this up. I decided to look into the Mary Seacole programme and my colleagues were really supportive.”