HSJ - Key Persons
Job Titles:
- Chief Executive of Wrightington, Wigan and Leigh Foundation Trust
Andrew Foster, chief executive of Wrightington, Wigan and Leigh Foundation Trust, said: "I think the starting point is to say repeatedly and frequently that quality is at the heart of your organisation. But saying it is not enough, you have to model it.
Job Titles:
- Assistant
- Chief Executive at Ashford and St Peter 's Hospitals Foundation
- Chief Executive, Ashford and St Peter 's Hospitals Foundation Trust
HSJ deputy editor Emma Maier stressed the roundtable wanted to tease out not just what good leadership looks like now but also look into the future: where would the leaders come from and what can be done to support them?
"We are facing a time of increasing financial pressure and the 24/7 responsive internet world makes quite a difference to expectations that patients and the public have of health services, and there are also demographic changes," she said. "That has a knock-on impact on leaders in the NHS and the difference that good leaders can make."
Andrew Liles, chief executive at Ashford and St Peter's Hospitals Foundation Trust, said: "I can see the need in organisations for stability and direction. How can leaders give direction so that individuals can get on with their job?"
Mr Liles has trained as a healthcare assistant over the last year to better understand how it felt for staff caring for patients on the wards. "I feel much more comfortable in my understanding of care and how bad care can be given and what we do about it.
Job Titles:
- Chief Executive of Leeds and York Partnership Foundation Trust
Chris Butler, chief executive of Leeds and York Partnership Foundation Trust, said it was helpful to have stability at the core of an organisation as long as it was the right people.
Job Titles:
- Head of Sales
- Commercial Sales
Job Titles:
- Deputy Editor
- Deputy Editor, HSJ ( Chair )
HSJ deputy editor Emma Maier stressed the roundtable wanted to tease out not just what good leadership looks like now but also look into the future: where would the leaders come from and what can be done to support them?
"We are facing a time of increasing financial pressure and the 24/7 responsive internet world makes quite a difference to expectations that patients and the public have of health services, and there are also demographic changes," she said. "That has a knock-on impact on leaders in the NHS and the difference that good leaders can make."
Job Titles:
- Senior Insights Correspondent
Job Titles:
- Business Development Director
Job Titles:
- Director of Engagement at NHS Employers
- Is Director of Communications, Engagement and Business Development at NHS Employers
Karen Charman, director of engagement at NHS Employers, highlighted the strengths in her own organisation such as influencing and persuading and a clear set of internal values together with a chief executive who gave people the confidence to be bold.
But different parts of the NHS may need different aspects of leadership. Katrina Percy highlighted the widely dispersed nature of the workforce in her organisation, Southern Health Foundation Trust - 9,000 people spread over 350 sites. "One of the big things for me is about creating local leaders," she said. "I really invest in people development and at a time when money is short I put more money into that.
She was also keen to empower staff and to reduce unnecessary bureaucracy. "You don't have to write a business case for everything: if you have a good idea then just get on with it."
Karen Charman is director of communications, engagement and business development at NHS Employers
Job Titles:
- Chief Executive, Southern Health Foundation Trust
Job Titles:
- Bureau Chief
- Finance, Performance and Workforce Bureau
Job Titles:
- Business Development Director
Job Titles:
- Head of Healthcare Practice at Penna
Michael Younger leads the health sector interim management practice for Penna
Job Titles:
- Chief Executive, East and North Hertfordshire Trust
Job Titles:
- Chief Executive of York Teaching Hospital Foundation Trust
- York Teaching Hospital Foundation Trust Chief Executive
York Teaching Hospital Foundation Trust chief executive Patrick Crowley said he did not think there was a consistent definition of quality.
Job Titles:
- Associate Director of PwC
Job Titles:
- Senior Manager - Research & Analysis
Job Titles:
- Capsticks Partner
- Partner at Capsticks
Rebecca Smith assistant director of the national engagement service at NHS Employers
Capsticks partner Rachael Heenan said that was the right approach, once an employer goes down a formal route it is hard to recover the relationship or change direction.
Job Titles:
- Assistant Director
- Assistant Director of the National Engagement Service at NHS Employers
Rebecca Smith, assistant director of the national engagement service at NHS Employers, said. "It comes back to that pressure to deliver. If, as a line manager, you are trying to do your best, how do you help them to raise concerns?"
Job Titles:
- Chief Executive of NHS Confederation - Chair
- NHS Confederation Chief Executive
- South Tees Hospitals NHS Foundation Trust
NHS Confederation chief executive Rob Webster - who chaired the discussion - was clear what this meant for those in the job.
He said: "As a chief executive myself, I always thought I was accountable for just two things: the safety of every patient and the value of every penny. That feels like something that chief executives wear all the time - a coat you never take off but when you do you realise how heavy it is.
Job Titles:
- Chief Executive, West Hertfordshire Hospitals Trust
Job Titles:
- Chief Executive, King 's College Hospital Foundation Trust
Tim Smart is overseeing a transformation as his trust - King's College Hospital Foundation Trust - takes on the Princess Royal Hospital in Bromley and some other services, from the dissolution of South London Healthcare.
"For me, pride and confidence are really important… I think we owe it to everyone that we can portray the balance between the vision of sunny uplands and reality.
Job Titles:
- Chief Executive of South Tees Hospitals Foundation Trust, Agreed. "It Takes Time to Change the Culture of a Whole Organisation, " She
Peter Reading associate director of PwC and former interim chief executive of Peterborough and Stamford Hospitals Foundation Trust
Tricia Hart, chief executive of South Tees Hospitals Foundation Trust, agreed. "It takes time to change the culture of a whole organisation," she said.
Job Titles:
- and LEIGH NHS TRUST / York and Scarborough Foundation Trust