“The experience will make me a better chief executive, and that’s what our patients and staff deserve.”

Posted 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.
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How the Mary Seacole programme is helping to educate patients on diabetes

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.”

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“The best personal development I have undertaken in 24 years in the NHS.”

Posted on and updated on by Suzanne Tracey

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 fourth of a series of blogs, Suzanne Tracey, chief executive of Royal Devon and Exeter 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.

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“This programme could be included in your personal development plan.”

Posted on and updated on by Navina Evans

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 third of a series of blogs, Navina Evans, chief executive of East London 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.

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“I’m proud to say my health conditions didn’t stop me.”

Posted on and updated on by Nicholas Robinson

Nicholas Robinson is a scanning and informatics clerk at Cheshire Wirral Partnership NHS Foundation Trust. His previous blog shared how his positive experiences of the NHS Leadership Academy’s Edward Jenner programme helped build a positive framework for him to develop as a future leader in the NHS. Here he shares the health journey that transformed his health and wellbeing.

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