The Autumn 2025 edition of the NHS North West Leadership Academy's Leader magazine. Read the latest articles exploring key development offers and unique leadership insights from members and partners across the region.
AUTUMN 2025 Professional Expertise
Executive and Board Development
Leadership for All
Coaching and Mentoring
“The secret of change is to focus all of your energy not on fighting the old, but on building the new.” Socrates
THE 10 YEAR Health PLAN WITH SILAS NICHOLLS Relaunching the nhs north west leadership academy
LEADING HEALth and care workforce towards ai readiness collaborative masterclass
What’s inside?
2 1 3 4 5 6 7 8
Foreword Frances Dodd
WORDS from our chair THE 10 YEAR HEalth PLAN
Words from our Chair: The 10 Year Health Plan Silas Nicholls
Relaunching the NHS North West Leadership Academy
2025 Festival of Leadership
Leading health and care workforce towards AI readiness Collaborative Masterclass
Leadership Live Season 2
Mary Seacole Local Programme
Advocating compassionate, community driven nursing leadership Anthony Davison Coaching and mentoring: A Community buit to thrive
Frances Dodd, Head of the North West Leadership Academy Foreword,
9 10 11 12
Fulfilling the NHS People Promise in the North West
Empowering Leadership in Workforce Development Nicola Littler
The 10 Year HEalth Plan calls on us to lead with purpose, compassion, and collaboration for the decade ahead. Silas Nicholls, Chief Executive - Lancashire Teaching Hospitals NHS Foundation Trust Professor of Leadership and Healthcare Management - Institute of Medicine, University of Greater Manchester
In recent months, conversations across our health and care systems have been energised by the launch of the 10 Year Health Plan, it offers a renewed challenge for us all to improve, innovate, and lead with greater purpose. One of the most encouraging aspects of the plan is its clear emphasis on leadership. It recognises what many studies have shown and something all of us will have experienced personally in our careers; that good leadership and management are not optional extras, but essential drivers of high performance, improved patient safety, and better staff experience, all of which are key to the survival of our NHS. For leaders and managers at every level, it promises to bring clarity and opportunity. Clarity around what is expected of us as leaders, and the opportunity to access support for our continued development, growth and resilience. The plan also sets the stage for a more inclusive and future-ready NHS and it is therefore our responsibility to promote a
more diverse, innovative and representative leadership community, that is better equipped to meet the needs of all the people we serve. Embracing this ambition means actively supporting the accession of new voices, new thinking and new ways of leading. The work of the NHS North West Leadership Academy (NHS NWLA), alongside the national management and leadership programme will be critical in making this vision a reality. The NHS NWLA’s relaunch, with renewed offers, resources and networks. will ensure that support is tailored and accessible for leaders across our systems with the aim of cultivating the kind of leadership the North West needs: Collaborative, inclusive, compassionate, and community-focused. This is a moment to re-commit to our collective purpose, to lead well, to lead together, and to lead for change. With strong foundations and a plan for the road ahead, we need to look to the next decade with confidence and optimism in our shared mission to improve health and care for all.
This summer, I celebrated my first year as Head of the NHS North West Leadership Academy and it has been a privilege to both lead the team, and to get to know so many of you - our incredible leaders. The dedication, enthusiasm and sheer pride you all have for the region is incredible. Our recent Festival of Leadership was a testament to this and a fantastic opportunity to celebrate our North West leadership and expertise. You’ll read more about the festival within this edition, and please can I encourage you to take a look, particularly at the many resources on offer. I am also delighted to announce our NHS NWLA relaunch in this edition, which emphasises our continued focus on feedback and engagement, to ensure that our priorities match yours. Ultimately, we can then fully support you in delivering the best care to our patients, service users and the communities, that we all serve.
This edition of Leader is full of our amazing offers which
importantly have been developed in collaboration with yourselves, ensuring we are delivering impactful programmes that make a difference. To tie in with our relaunch and simplification of our offer, the magazine is structured to the four offer areas:
Neighbourhoods First: Transforming local health and care together
13
Coming up
Professional Expertise Executive and Board Development Leadership for All Coaching and Mentoring
CONTACT US If you have any comments on Leader, or just want to get in touch with a member of the team, you can email us at
nwla.leadership@nhs.net and follow us on LinkedIn.
We really hope you enjoy reading these articles, and as always if you require any further information, or have any feedback, please do not hesitate to get in touch.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
2
3
Relaunching the nhs north west leadership academy
Providing clearer evidence of impact and cost-effectiveness To deliver our new vision and mission we have developed 5 new strategic objectives each with defined metrics, impact measures, and deliverables. We will regularly report on these, to assure you that we are delivering with impact and providing you with value for money
1 Ensure the effective delivery of national, regional and membership priorities
2 Promote collaborative leaders who actively foster inclusivity and diversity
3 Develop high-performing boards that are equipped to navigate future challenges
Supporting North West leaders with a renewed focus and commitment We were thrilled to announce the 2025 relaunch of the NHS North West Leadership Academy (NWLA) at this year’s Festival of Leadership. This relaunch has been shaped by your feedback over many months and our constant focus on membership engagement, as well as the changing national and regional priorities, such as the 10 year plan and the new Management and Leadership framework. Our renewed focus is clear, that we deliver with impact, make a meaningful difference, and demonstrate value for money across everything we do. At the heart of this relaunch is our commitment to supporting you, our leaders, so we can all continue to provide exceptional care to patients, service users and the communities we serve. While the NHS NWLA has for many years delivered cost-effective leadership support, the current climate demands a renewed emphasis on efficiency and value. This imperative will continue to shape our approach moving forward, ensuring that everything we deliver supports and enhances your priorities.
Clarification and simplification of the NHS NWLA’s offer The NHS NWLA has so many varied offers of support, but many of you asked for simplification and clarity, so you could be aware of all the opportunities. We have responded to this feedback in numerous ways, as identified below: • New simplified vision, mission and values to support this change and provide a more focused future direction VISION We develop compassionate and innovative leaders who drive the positive transformation of health and care in the North West. MISSION As a trusted partner, we empower leaders through tailored, cost-effective development and expertise. We are committed to shaping inclusive leaders who champion collaboration and foster innovative solutions to build healthier communities.
4 Enhance leadership capabilities across all levels of the NHS
5 Refocus and relaunch NWLA to demonstrate commitment and value to the North West
• We are delighted to announce a new digital Customer Relationship Management (CRM) system, to provide internal efficiencies through the integration of our existing systems but also enabling us to create individual membership dashboards. These will demonstrate your usage, engagement and value for money and be ready early 2026.
Be the region’s go to and provide thought leadership • We understand the need to provide you all with proactive support for the delivery of national priorities, such as the Management and Leadership Framework. Recent examples include organising a regional webinar, with the national lead, as well as the launch of new monthly regional NHS NWLA drop-in sessions. These are designed for you, so we can support and help with any questions or queries about national and regional priorities. • We recently hosted a Department of Health and Social Care (DHSC) visit in September with the national leads for the new Clinical and Executive Leadership College. This college has been promised in the 10 Year Health Plan and we wanted to ensure that we are proactively involved. • We are delighted to announce the launch of series 2 of the Leadership Live podcast, celebrating our very own North West leaders and showcasing the regional expertise. Find out more on page 9.
VALUES Innovative | Collaborative | Inclusive | Agile
• Our membership offer has been sharpened to provide simplicity, with four areas of support. You will see this replicated in all our communications going forward to reinforce this clarity.
• The continued development of resources, such as the nationally adopted NED Case Study Toolkit and the NHS North West Career Guid e.
Professional Expertise Executive and Board Development
Leadership for All Coaching and Mentoring
• A new Leadership blog to commence after the Festival, discussing the latest thinking in leadership.
If you would like to find out more about our refreshed membership offer or how the NHS NWLA can support you, get in touch at nwla.leadership@nhs.net
The simplified offer will also inform all our future marketing and communications, including a full website redesign in 2025, providing consistency.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
4
5
Learning in action “The festival was truly inspirational. I’m leaving with a lot to reflect on, which is the best outcome from the day!” Afternoon sessions featured interactive workshops on systems thinking and organisational design, where participants explored models, strategic structures, and practical ways to drive change in their organisations. Organisational Design (OD) has become a critical focus in today’s evolving workplace. Far more than structure charts, OD begins with a bold, shared vision, followed by a deep diagnosis of the current state, and culminates in co-designed delivery models that reflect organisational values. Leaders explored how OD can unlock performance, empower teams, and deliver meaningful, sustainable outcomes from vision through to implementation. In Systems Thinking and the Inner Game of Leadership, participants looked beyond traditional models to navigate today’s volatile, uncertain, complex, and ambiguous (VUCA) healthcare environment. Blending personal reflection with systemic insight, the workshop offered a fresh perspective on what it means to lead in a living, breathing health and care system. The North West NED Network also convened during the afternoon. Reimagining leadership for a kinder future
2025 festival of leadership
“I was thankful to attend, to connect with so many fantastic health and care leaders. We have so much to learn from each other, inspire and support. Thanks for the opportunity to join!”
This year’s Festival of Leadership 2025 has been celebrated as an inspirational and thought- provoking day bringing together over 100 senior leaders from across the North West health and care system. Hosted by the NHS North West Leadership Academy on 7 October, the annual event marked a pivotal moment in the region’s leadership journey uniting executives, board members, and aspiring directors to connect, reflect, and reimagine the future of leadership. Silas Nicholls opened with reflections on the region’s achievements, followed by Frances Dodd’s unveiling of the NHS NWLA’s refreshed vision and membership offer, signalling a renewed commitment to inclusive, system-wide leadership development. A networking session invited attendees to explore what makes leadership in the North West unique, surfacing shared values, regional strengths, and uniting challenges that set the tone for a collaborative and energising panel session. Panel highlights: Shaping the future of NHS leadership A dynamic panel of voices from across the region, Andy Knox, GP and Medical Director at Lancashire and South Cumbria Integrated Care Board; Ayo Barley, Director of the North West BAME Assembly; Nikhil Khashu, Chief Executive Officer at Warrington and Halton Teaching Hospitals and Bridgewater
Closing reflections on leadership Panel members were asked for their key takeaway for leaders supporting the 10 Year Plan and shaping the future of North West leadership. Their responses called for courage, care, and a renewed focus on purpose.
positions that make us uncomfortable, hear robust challenges and work out together how we change that with them.” He spoke of the need for leaders to unlearn traditional ways of working to become more place-based. Nikhil Khashu highlighted the importance of purpose: “As CEO I make it a ‘must do’ to read every patient complaint or complement we receive. It motivates me and my team to come together and find solutions that make a real difference. I encourage you to read patient feedback alongside the organisation’s responses – it’s a powerful way to understand your authentic culture and see how you drive continuous improvement.” His words showed how shared commitment can turn challenge into purpose. Manisha Kumar cautioned that Boards risk becoming disconnected from the communities they serve, calling for renewed focus: “The magic happens because of the culture of a Board, when they’re welcoming of challenge and are brave enough to hear community stories.” She urged Boards to return to their core purpose and deliver on their responsibilities. Tom Kark reinforced this, highlighting the critical role of information: “You can easily disempower a Non-Executive Director whose job it is to challenge and, to some extent provide the patient voice, with a lack of information.” Together, they emphasised embedding the patient voice in leadership conversations, making it central to decision- making and accountability.
Community Healthcare; Tom Kark KC, and author of A Review of the Fit and Proper Person Test; Gill Rooke, Deputy Director of the Leadership & Management Centre of Excellence at NHS England; and Manisha Kumar, Chief Medical Officer at NHS Greater Manchester, explored how leadership and management is evolving and how it can become more purposeful, inclusive, and future ready. Gill Rooke championed the value of leadership and management development and the need to recognise the vital contributions of leaders and managers. She emphasised that “leadership and management should be built into education from the get-go,” highlighting the importance of nurturing these skills and behaviours early. Gill also challenged the status quo: “ask who is missing around the table,” noting that meaningful change is impossible if the same voices dominate. Ayo Barley spoke about humility and inclusion, stressing the importance of cultural humility and authenticity in leadership. Addressing power imbalances, Ayo shared: “When we involve people who historically haven’t been a part of our conversations, in the conversation, it can be difficult to build trust if we don’t empower those individuals.” She underscored that great leadership must reflect and serve the diversity of the region. Andy Knox reflected on the proximity of leaders to frontline work: “I try to spend a fifth of my week out in frontline communities. We’ve got to put ourselves in
GILL “Be proud of leadership and management as a profession.”
AYO “Don’t underestimate the power of social proof.” By asking the hard questions about equity and justice, you can spark a ripple effect-the kind of cultural change we all want to see. NIKHIL “It’s now the 9 and a half year plan.” What are you doing to develop the next generation of leaders? Because it won’t be today’s decision-makers who finish the plan-it’ll be those we invest in now.
Our biggest asset is our workforce. It’s our responsibility to care for them- because if we don’t, they won’t be equipped to care for patients.
“An inspiring and thought-provoking day.”
TOM “It’s your reaction that matters.”
This year’s keynote came from Tim Keogh, whose mission is as simple as it is transformative: to spread kindness. He believes that when we lead with compassion, people become more engaged, creative, and productive — and the research supports it. Kindness, he argued, isn’t just a feel-good notion but a strategic force for building thriving, resilient organisations. Drawing on his experience leading NHS organisations, Tim emphasised the power of empathy, kindness, and trust in shaping healthier cultures and systems: “studies show that if you are kind to someone, this causes a ripple effect, they will be kind to four more people.” A collection of session resources, including presentation slides, is available on our website. Be the first to hear about plans for the 2026 Festival of Leadership by signing up online .
In a complex system like the NHS, things will go wrong. Don’t hide from failure, embrace it. Learn from it. Grow from it.
ANDY “Who you are and how you show up matters.” Have the humility to know you’re not perfect. Be inclusive. Be kind. Be nurturing. Take your appraisal seriously. Together, we can shape a leadership culture across the North West that we’re proud of.
MANISHA “We are privileged to be in our positions.”
In every room you enter, ask yourself: Am I actively making a difference? Take the leap. If you want leadership to look different, put yourself forward. Be bold enough to challenge the status quo.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
6
7
Leadership for All
Leadership for All
leadership live season 2
Leading health and care workforce towards AI readiness
Artificial Intelligence (AI) is no longer a distant concept, it’s here, reshaping how we work, communicate, and deliver public services. As the pace of digital transformation accelerates, the NHS North West Leadership Academy in collaboration with our North West Collaborative partners has designed this masterclass to help public sector leaders navigate this change with confidence, clarity, and compassion. “Leading health and care workforce towards AI readiness” is an interactive session that brings together leaders and practitioners from across health and local government to explore how AI can be adopted ethically, sustainably, and inclusively. The masterclass aims to demystify AI, offering practical tools and real-world insights to help organisations prepare their workforce for the future. The session begins with a jargon-busting introduction to AI by Subhi Gupta, Senior Regulatory and Quality Lead at NHS England. Participants will gain a clear understanding of core concepts, public sector governance frameworks, including GDPR and cybersecurity, and the risks associated with AI, such as system failures and misinformation.
The potential of AI will be brought to life through two compelling case studies: one from Alder Hey NHS Foundation Trust, and another from St Helen’s Council, presented by Michael Roberts and Lisa Birtles. These examples will showcase how AI is already being used to improve services and outcomes in both healthcare and local government. A key focus of the masterclass is managing the human side of technological change. Led by the CIPD, the session will explore the emotional responses to change, common pitfalls, and the essential skills leaders need to guide their teams through AI-related transitions. The day concludes with a panel discussion addressing some of the most pressing questions facing public sector leaders: How do we balance innovation with job protection? What does ethical AI look like in practice? How do we support multi- generational workforces with varying levels of tech fluency? This masterclass is more than a learning opportunity, it’s a call to action. As AI continues to evolve, leaders must be equipped not only with technical knowledge but also with the emotional intelligence and strategic foresight to lead change responsibly. Join us as we shape a future where technology enhances, rather than replaces, the human heart of public service.
Click here to view the series brochure for more information and booking details:
The NHS North West Leadership Academy is proud to present a new season of Leadership Live, our flagship podcast series exploring the realities of leadership across health and care. This season brings together a powerful mix of voices from frontline services, system leadership, communities, and beyond, offering fresh perspectives and honest conversations on what it takes to lead in today’s NHS. We open the series with “Culture is the New KPI: People Skills That Drive Success”, featuring Anthony Hassall, Chief Executive of Pennine Care NHS Foundation Trust. Hosted by Frances Dodd, this episode dives into how everyday leadership behaviours shape culture and how that culture, in turn, drives performance, wellbeing, and innovation. Anthony shares Pennine Care’s journey to becoming one of the
most improved mental health trusts in the country, reflecting on the power of compassionate, inclusive leadership. In “The Creativity Code”, Dr Mark Batey, leading authority on creativity in leadership, joins Charlie Brookes, our Marketing and Engagement Manager, to explore how public sector leaders can unlock innovation through better questions, inclusive spaces, and a mindset shift, even within tight constraints. Wes Baker, Director of Director of Strategic Analytics, Economics and Population Health Management at Mersey Care NHS Foundation Trust talks passionately about the challenges neurodivergent professionals face in the workplace, and the critical role inclusive leadership plays in unlocking their potential in “Neurodivergent superpowers, the AI revolution and the future of NHS Leadership”. Wes also reflects on how AI can be both a tool for empowerment and a risk for bias.
In “Behind the Boardroom”, Fiona Taylor speaks with seasoned Non-Executive Directors David Curtis MBE and Grenville Page, demystifying board roles and offering a candid look at what values-based, inclusive governance really looks like in practice. Later in the season we’ll be exploring a number of other key topics such as sustainable leadership, the evolving role of the voluntary sector and leading anti-racist change across the system. To watch the latest episodes of Leadership Live find us on Spotify and follow us to receive updates when new episodes go live.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
8
9
Leadership for All
Leadership for All
What is it and Who is it for? The Mary Seacole Programme is a highly successful and nationally recognised development programme for first time leaders in health and care. The Mary Seacole Local programme aims to support leadership development in each of our North West regional footprints, building a richer talent pipeline of emergent leaders in the local health and care system. The programme is designed for those in their first formal leadership role, both clinical and non-clinical. It empowers NHS staff to turn their individual success into team success, and to champion compassionate patient care. To be eligible for the programme, delegates need to have line management responsibilities or the ability to undergo a stretch opportunity to cover such responsibilities whilst on the programme. Programme delivery and structure: Taking place over 6 months, the programme adopts a blended delivery approach that includes: 100 hours of online study, which includes a virtual campus with interactive content, films, discussion forums and online resources. 3 face-to-face workshops, working with an expert facilitator. 12 modules covering leadership fundamentals, fundamentals of finance, recruitment and selection, fundamentals of HR, appraisals and annual review. A single written assignment at the end, asking participants to reflect on their leadership impact.
How to access the local programme: The NHS North West Leadership Academy supports funding for this localised programme, and funds the central licence so that staff from our member organisations can access it at a subsidised rate. If you are interested in pursuing the local programme, we can provide opportunities to access it via host organisations within your footprint at a subsidised rate of £150 per delegate. Our host organisations within the North West region have created a community of local facilitators who will deliver the programme, bringing their knowledge of local health and care systems to further enhance learning. For more information on upcoming cohorts and hosts, please visit our website or contact: nwla.leadership@nhs.net .
“ The programme has been incredibly useful and beneficial to me, both in terms of leadership development and in helping me reflect more deeply on how I approach challenges in my role. The facilitation style made the sessions engaging, thought-provoking and genuinely enjoyable. I’ve taken away a number of practical tools and insights that I know will stay with me far beyond the programme.”
Mary Seacole Local Programme in the North West
Josh Reinke, programme participant from North West Ambulance Service You can read more about Josh’s experience on the programme in our case study .
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
10
11
executive and board development
executive and board development
Anthony Davison, is the Director of Nursing Commissioning and Integration at Lancashire and South Cumbria NHS Foundation Trust.
Anthony Davison’s career in the NHS began in 2002 as a healthcare support worker, where he quickly built a deep connection to compassionate values and community care. After qualifying as a mental health nurse, Anthony worked across inpatient, crisis, and community services, gaining deep insight into the challenges and rewards of mental health care. His passion for leadership emerged early, leading him to pursue a degree in leadership and management. A pivotal move into primary care as a cognitive behavioural therapist broadened his perspective, eventually inspiring him to seek wider impact through strategic roles in commissioning and quality oversight before he began his journey as a nursing director in the Lancashire and South Cumbria system. Anthony’s transition into leadership was supported by a range of development opportunities, including coaching and leadership programmes offered by the NHS North West Leadership Academy (NWLA). “I did the HLM 360° feedback, with the NHS North West Leadership Academy . The feedback got from my team was: you’re compassionate, good at connecting and being a networker, you like being around people, you like chairing events and pulling people together to work collectively. That led me to reflect deeply on my next steps.” Through lots of conversation and an appraisal conversation I decided I wanted to work at place and neighbourhood level.”
Through NWLA’s Foundations in System Leadership programme and ongoing coaching support, Anthony embraced a secondment into place-based leadership within the Lancashire and South Cumbria Integrated Care System. There, he leads transformative projects in women’s health, integrated neighbourhood working, and palliative care each grounded in co-production, data-driven insight, and community voice. “I’ve had support from the NHS North West Leadership Academy, throughout this secondment. In September 2024, as part of my personal development plan, the Deputy CEO put me forward for one of the Trust’s executive coaching places and then Lorna supported me in finding the right coach for me. That was brilliant and I cannot praise the coach enough. I wrote objectives for what I wanted to achieve within six months of this secondment which I reviewed with my coach. Lorna [Krisson, Senior System Lead] also looked through those with me and offered suggestions, which was helpful.” “Support from Lorna has been fundamental, in terms of me being able to have a conversation and her ability to connect me with different people, opportunities and pieces of work going on in the NHS. The North West Leadership Academy provides networking and a strategic view across the North West, and I’ve been able to bring that back to place.”
Anthony credits several development opportunities as instrumental in his progression including early leadership programmes, executive coaching. “Coaching has been very impactful. That dedicated space to reflect, to unpick what’s going on, to realign with my values, it’s helped me several times when I’ve been at a crossroad in my career.” Anthony’s leadership is defined by trust, collaboration, compassion, and empowerment. As a senior system leader, he remains grounded in frontline realities by intentionally building open, supportive relationships across his teams. You can read more about Anthony’s career journey, approach to leadership and vision for the future of nursing on the NHS North West Leadership Academy website .
Anthony Davison: Advocating compassionate, community-driven nursing leadership
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
12
13
coaching and mentoring
coaching and mentoring
coaching and mentoring: a community built to thrive
The NHS North West Leadership Academy (NWLA) is proud to share its Coaching and Mentoring Plan for 2025–2027.
Ambition:
Principles
Turning plan into action
A bold and collaborative roadmap designed to strengthen leadership, foster professional growth and build a thriving coaching and mentoring community across the North West region.
At the heart of this plan lies a clear and ambitious vision: For the NHS NWLA to be the trusted partner and go-to team to support and develop our NHS North West coaching and mentoring community. Providing continuous development, the spaces and connections for this community to thrive collectively and to enhance our NHS leadership skills. This vision reflects the NHS NWLA’s commitment to creating a culture where coaching and mentoring are not just tools, but transformative experiences that empower individuals and teams to lead with confidence, compassion, and clarity. Purpose: Building a resilient and skilled coaching and mentoring community We recognise that a robust coaching and mentoring plan is essential to improving healthcare outcomes, nurturing talent, and sustaining leadership excellence. By investing in this community, the NHS NWLA aims to elevate professional development and leadership capability across all levels of the NHS North West.
The plan has been driven by four key focus areas, each designed to ensure long-term impact and inclusivity.
Over the next two years the NHS NWLA will deliver a suite of initiatives to bring this plan to life, some of which include: • Train-the-Trainer models for our mentor development programme and for coaching supervision support.
1 2
Sustainability: Building a lasting, scalable coaching and mentoring model that supports future NHS leadership.
• Commissioning and managing the new Coaching and Mentoring Hub platform.
• Working with our members to establish a North West Coaching and Mentoring Champions Group.
• Launching the North West Coaching Collaborative.
Development: Empowering our community through continuous learning, innovation, and tailored development opportunities.
• Developing our annual Coaching and Mentoring Network Learning Event to foster deeper connections and celebrate regional excellence. This plan is the NHS NWLA’s promise to invest in our NHS people, amplify our coaching and mentoring voices, and ensure there are spaces where leadership can flourish. Through collaboration, innovation, and recognition the NHS NWLA is excited to be working with our NHS colleagues ensuring a future where coaching and mentoring is embedded across our NHS organisations.
3
Celebrate: Recognise the achievements and contributions of our coaches and mentors across the region.
Connections: Creating meaningful networks and spaces that foster collaboration, shared learning, and collective impact.
4
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
14
15
professional expertise
professional expertise
This year, the NHS North West Leadership Academy, in partnership with the NHS England North West Workforce, Training and Education directorate is proud to spotlight five inspiring case studies that bring to life the NHS People Promise, demonstrating how trusts across the region are placing people at the heart of everything they do. These case studies share how purposeful leadership, focused on compassion, engagement and culture, is delivering tangible results in staff experience, as reflected in the 2024 NHS Staff Survey. Fulfilling the NHS People Promise in the north west
“Becoming the best, sustaining the best” – Liverpool Heart and Chest NHS Foundation Trust Liverpool Heart and Chest (LHCH) launched its staff engagement overhaul three years ago by embedding its People Strategy into the everyday fabric of the organisation: • A clear sense of purpose displayed across the organisation, communicated through executive-led cascading messaging. • Executive walkarounds and video updates, supported by a strategic HR business partnering model. • A leadership development programme using the apprenticeship levy for training, including Mary Seacole courses. • Innovative survey participation initiatives like “Have a Break, Have a KitKat,” and “You Said, We Did” feedback loops. • A “Be Civil, Be Kind” campaign with drama-based training; wellbeing programmes; and a sexual safety programme. The impact has been significant. LHCH now ranks as one of the top-performing trusts nationally in the staff survey, with strong outcomes in turnover and sickness absence. It continues to hold a double Outstanding CQC rating.
“Using compassion to create engagement” – Pennine Care NHS Foundation Trust Pennine Care embedded compassion deeply into its organisation, with the executive team, especially the CEO, leading by example. Key actions included: • Weekly all-staff updates and monthly online briefings for about 120 leaders, with open Q&As. • Quarterly face-to-face listening sessions across boroughs and the popular “Ask Anthony” email. • Plain-English storytelling in communications, focus on flexible working, wellbeing and psychological support; “Civility Saves Lives” values in induction. • Local leader accountability through quarterly governance reviews; investment in team-led development via the TED Tool. Results were outstanding: Pennine Care became one of the most improved trusts in the 2024 staff survey across multiple themes. It topped the North West for “compassionate and inclusive,” “recognised and rewarded,” “a voice that counts,” “always learning,” and “working flexibly.” It also ranked sixth nationally with a record staff recommendation rate of 72.5%, versus the 65% national average.
“Sustaining cultural improvement through change” – Mersey Care NHS Foundation Trust In 2024, Mersey Care refreshed its approach to staff engagement to better align with organisational change and deepen its impact: • “Your Voice, Your Change” programme to understand the lived experience of staff. • The Team Canvas initiative to embed team-based working across the Trust. • A broad leadership development offer built on Operational Excellence, with ring-fenced places for underrepresented groups and the Aspire programme. • Coaching and mentoring support for managers and leaders. • Embedding a Just and Restorative Culture to foster psychological safety; high-profile Freedom To Speak Up Guardians in every division. • A “Live, Work, Flex” campaign to raise awareness of flexible working. • High-quality, values-based PACE appraisals and supervision. Mersey Care benchmarked as “strong and improving” across all 9 themes in the 2024 Staff Survey, with notable gains in “We are a Team” and leadership-related scores.
“We’re an organisation where people want to come and work” – The Christie NHS Foundation Trust The Christie’s cultural change programme is centred on belonging and leadership capability. Leaders were empowered to own engagement, wellbeing and retention, resulting in stronger team connections and improved morale: • Shifted communication style from corporate to human and transparent. • Launched and embedded new values and behaviours Trust-wide. • Initiated executive-led “Connect and Reflect” sessions for staff at six months of service. • Partnered with A Kind Life and unions to resolve behaviours through respectful resolution. • Changed annual Long Service Awards to quarterly and relaunched annual awards post-COVID, based on trust behaviours. • Expanded staff networks from four to eight and embedded EDI champions in each division. • Continued annual colleague events and introduced permanent engagement stalls and biannual “Real Lunch Hour” events. The Christie was one of the most improved organisations in the 2024 Staff Survey. Improvements in turnover, absence, and reduced bank and agency spend were observed. They also saw improved WRES Indicators, linked to positive internal feedback and a more diverse applicant pool attracted by their cultural and belonging efforts.
“Creating a culture of recognition and reward” – Clatterbridge Cancer Centre NHS Foundation Trust Clatterbridge aimed to build a culture where staff felt genuinely valued: • Annual Staff Excellence Awards, expanded from 7 to 13 categories by 2024. • Rebranded Monthly Star Awards with £25 vouchers and eligibility for Star of the Year. • Long Service Awards recognising key milestones. • Wellbeing & Engagement Champions introduced to boost staff wellbeing. • Events like “Wellbeing Extravaganza,” mini treatments, and “Live Well, Work Well” health checks. • New engagement channels including “Day in Your Shoes,” “Big Conversations,” and face-to-face pop- ups. • Fun and morale-boosting initiatives like “Weekly Fruity Thank You,” Ice Cream Day, and “Wave of Kindness.” • Celebratory events for CCC Fest, International Nurses Day, and AHP Day with thank-you cards and treats. Since launching these initiatives, participation and engagement have significantly increased. In the 2024 Staff Survey, the Trust reported some of the region’s highest results, with “Recognised and Rewarded” scores rising from 6.27 in 2022 to 6.58 in 2023. These case studies reflect a wider truth: when we lead with compassion and inclusion, we create cultures where staff thrive, benefiting patients, teams and the system as a whole.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
16
17
professional expertise
professional expertise Neighbourhoods First: Transforming local health and care together
Empowering Leadership in Workforce Development
Neighbourhood health is a cornerstone of the 10-Year Health Plan, focused on shifting care away from hospitals and into local communities. In response to persistent health inequalities and fragmented systems, Neighbourhoods First is driving a bold shift in how local health and care services collaborate. Spearheaded by the North West Collaborative, a partnership between MIAA, North West Employers, NHS Clinical Leaders Network, NHS North West Leadership Academy, and Aqua (Advancing Quality Alliance). This innovation-led initiative uses a hackathon model to accelerate integrated problem-solving across health, care, and community sectors. Neighbourhoods First is grounded in four key aims: Advance community-led, collaborative approaches to health and care transformation Enable local systems to co-create and prototype practical solutions Strengthen cross-sector relationships and leadership capacity Cultivate a culture of rapid learning and continuous implementation A one-day intensive workshop brought together 12 multi-agency teams from across the North West to co-design and test solutions in real time. The hackathon format fostered focused collaboration, peer learning, and accelerated solution design.
Participating teams included:
A video summary and visual outputs from the event are available: Health Innovation North West Coast – Time to focus on our neighbourhoods.
NHS Cheshire & Merseyside Oldham Integrated Care Partnership Stockport
Bolton Sefton Wirral Manchester Trafford Wigan Cheshire West Hyndburn Salford
with Nicola Littler, Director of Workforce, Pennine Care NHS Foundation Trust
“It was an exciting moment for me because, while I had never had a long- term aspiration to become a director, I always wanted to contribute in a meaningful way. Pennine Care is my local trust, and I have a deep-rooted passion for mental health, learning disabilities, and autism services. So, when the chance came to lead workforce strategy at an organisation that means so much to me, I felt it was the right step forward.” As Director of Workforce, Nicky is leading Pennine Care’s efforts to foster a positive and productive work environment. “We’ve recently undertaken a refresh of our trust’s strategy, ensuring that while our core ambitions remain the same, they are articulated more clearly and with a stronger focus on implementation. Leadership has a huge role to play in delivering all three of our ambitions, and at Pennine Care, we want to develop our leaders so they can effectively support their colleagues to deliver high-quality services. We want our leaders to listen, engage and involve our people to bring about change.”
at all levels, Nicky says that it will be “a big programme of work for the next three years” at Pennine Care. “The support from the NHS North West Leadership Academy has been really helpful for our senior leaders… The bespoke way of working has been invaluable. Suzanne [Douglas, Senior System Lead] has a wealth of experience, and her guidance has helped us structure our leadership development priorities effectively.” Nicky values the proactive engagement of the NHS North West Leadership Academy and encourages other trusts to maximise their membership benefits as well. “Just a reminder to trusts, engage with the NHS North West Leadership Academy. The value is there, but you have to actively use it to see the benefits.” You can read the full story of Nicky’s leadership values, vision, and people-first approach to workforce development on the NHS North West Leadership Academy website.
Leading for System Change Launched in September 2025, the follow- up programme Leading for System Change supports participating teams to test, scale, and embed their prototypes. This structured development journey is designed to build long-term leadership capability and drive sustainable impact. Neighbourhoods First exemplifies how strategic innovation, local leadership, and collaborative design can reshape the future of integrated care. It’s not just a programme, it’s a movement toward healthier, more connected communities. Are you interested in system leadership? A variety of system leadership resources are available, including: • Digital learning via the Leadership Learning Zone • Guidance on system leadership behaviours
Strategic insight and challenge Guiding the event was an expert Inspiration Panel featuring leaders from public health, integrated care systems, local government, and the voluntary sector. Their role was to provoke fresh thinking, offer strategic challenge, and inspire bold action.
Nicola “Nicky” Littler’s career in the NHS is a testament to perseverance, strategic growth, and a commitment to values- driven leadership. As Director of Workforce at Pennine Care NHS Foundation Trust, she has played a pivotal role in shaping workforce strategy, leadership development, and employee engagement within the organisation. Nicky‘s career trajectory within the NHS is one marked by progressive responsibility and dedication to workforce development. Her journey started in 2003 when she joined Pennine Care NHS Foundation Trust as Deputy Head of Human Resources. After six years at Pennine Care, Nicky took on the role of Deputy Director of Workforce and OD at the Greater Manchester Mental Health NHS Foundation Trust and remained there for a decade. In 2018, an opportunity arose for Nicky to return to the Pennine Care NHS Foundation Trust as Director of Workforce.
Panel members included:
Dr Gunjit Bandesha, Director of Healthcare Public Health, NHS England Northwest
Katie Egan, ICS Lead, Change Grow Live
Mike Rose, Chair, Maundy Relief
Cllr Keith Cunliffe, Portfolio Holder for Adult Social Care, Northwest and Wigan Mark Palethorpe, CEO and Place Lead, St Helens and Northwest Philippa Morrant, Director of Community Services, Mid Cheshire Integrated Care Partnership The hackathon initiated 12 prototype solutions aligned to place-based priorities. Participants built collaborative networks and shared practical tools for ongoing transformation.
• The Foundations in System Leadership programme
Having recognised the importance of leadership and management development
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
18
19
coming up:
Leadership drop-In: Monthly conversations with NHS NWLA We are inviting OD and people professionals from member organisations to join monthly 45-minute drop-in sessions. These informal sessions feature national leadership updates, local insights and an open Q&A. Whether you stay for the full session or just pop in, it’s a chance to connect, learn, and shape future topics. NOV WEDNESDAY 19th TUESDAY 13th JAN
Explore human-centred leadership In today’s rapidly evolving landscape, even the most experienced leaders face unprecedented challenges that redefine how we lead. This new masterclass invites executive and senior leaders to explore a human-centred approach to leadership through uncertainty and change. Uncover the risks of dehumanising work environments and learn practical strategies to lead with compassion.
NOV WEDNESDAY 19th
JAN TUESDAY 13th
DEC WEDNESDAY 17th JAN WEDNESDAY 21st
12:00pm - 12:45pm
9:30am - 11:00Am
Book your place
DEC WEDNESDAY 17th JAN WEDNESDAY 21st
12:00pm - 12:45pm
Email nwla.leadership@nhs.net to book
nw.leadershipacademy.nhs.uk
NHS North West Leadership Academy 4th Floor, 3 Piccadilly Place, Manchester, M1 3BN
Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20Made with FlippingBook - PDF hosting