professional expertise
professional expertise Building anti racist leadership in the NHS: a north west perspective
Inclusive leadership in the NHS: From personal experience to professional practice
By the
Inclusive leadership is often mentioned as a capability, an expectation or a strategy, but when do we really reflect on ‘What does it mean to me and how do I show up as an inclusive leader’? Leading from the inside out as an inclusive leader Long before I truly understood words like inclusion, equity or reasonable adjustments, I understood what it felt like to navigate a world that wasn’t designed with you in mind. Being the eldest sibling of two brothers with complex disabilities, I experienced first-hand how difference can be ignored, misunderstood or excluded. It is not always through malice, but often through systems, assumptions and lack of curiosity. Watching my brothers navigate through education, healthcare and our local rural community taught me many powerful lessons. There were moments when they with Lorna krisson, Senior System Lead, NHS North West Leadership Academy
NHS North West Race Equity Assembly (Formerly NHS NW Black, Asian and Minority Ethnic Assembly) The NHS North West Race Equity Assembly exists to support organisations and leaders to move decisively from awareness to action, strengthening race equity across the region. A central contribution of this work is the North West Anti-Racist Framework, a practical approach that enables NHS organisations to embed anti-racism across leadership, governance and everyday practice. From ‘non-racist’ to ‘anti-racist‘ Understanding the difference between non-racist and anti-racist leadership is essential. Anti-racism requires deliberate and sustained action to challenge systems and behaviours that create inequity. In the context of the NHS, anti-racist leadership is critical to tackling health inequalities, ensuring equity is embedded in service design, workforce strategy, and quality improvement.
Further information You can find out more about the work of the NHS North West Race Equity Assembly in their latest annual report.
Across the NHS, conversations about race, equity and leadership are not optional; they are urgent. For many colleagues from Black, Asian and minoritised ethnic backgrounds, the lived reality of working in the NHS continues to be shaped by unequal experiences, barriers to progression, and environments where speaking up can still feel risky. Anti-racist leadership is therefore not a ‘nice to have’, but a core leadership responsibility if the NHS is serious about being a fair employer and delivering equitable care. Recent data from the NHS Workforce Race Equality Standard (WRES) continues to shine a light on persistent inequalities, particularly in the North West of the UK. Year after year, the WRES highlights disproportionate experiences of bullying and harassment, disciplinary action, and limited progression for ethnic minority staff compared to their White colleagues.
were listened to, when adaptations were made, and when they were genuinely treated as people, rather than problems to be solved. However, there have been many moments when this didn’t happen. The difference was rarely down to expertise alone. It was down to personal attitude and intention. It was whether professionals were willing to slow down, notice what wasn’t being said, question their own assumptions, and work with difference rather than around it. This lived experience has shaped who I am, why I actively chose to work within the NHS, how I lead, and why inclusion and equity aren’t just important to me but part of who I am and what I value. Why inclusive leadership should be a core competency for every NHS leader The NHS is one of the most diverse organisations in the world. Its diversity is reflected in its workforce, across the communities it serves, and in the needs it responds to every day. Yet diversity alone does not equal inclusion. Too often, systems and leadership models are built for a narrow idea of the ‘default’ leader, employee or patient. When that
happens, people are expected to adapt to the system rather than the system adapting to people. This has real consequences on staff wellbeing, organisational culture and patient care. That is why inclusive leadership must be a core competency for every NHS leader and manager, regardless of role, profession or seniority. Inclusive leadership in practice: A lifelong journey Inclusive leadership shows up in everyday
NHS North West Race Equity Assembly
behaviours, such as who is heard in meetings, whose perspectives shape
Annual Report 2025-2026
decisions, how adjustments are made, and whether people feel safe to be themselves at work. It requires curiosity, emotional intelligence and the willingness to challenge our own assumptions.
www.england.nhs.uk/ north-west/nhs-north-
west-race-equity- assembly/annual- reports/
Crucially, inclusive leadership is not something we ever complete. It is a
lifelong, reflective journey; one that involves learning, unlearning, listening and being open to challenge. I believe the NHS is at its best when leadership actively values difference rather than quietly working around it. Inclusive leadership isn’t just good leadership. It’s how we build a fairer, stronger and more compassionate health service for everyone.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
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