The Summer 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.
SUMMER 2025
“The most dangerous leadership myth is that leaders are born- that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.” Warren Bennis
shaping the future of nhs leadership development festival of leadership 2025 NHS North West Career management guide from a childhood of care and compassion to chief nursing officer in the nhs The journey of oliver soriano
What’s inside?
in brief: New NHS NWLA Offers
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Foreword Frances Dodd
Words from our Chair: Leadership in a Time of Transformation Silas Nicholls
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Festival of Leadership 2025 Shaping the Future of NHS Leadership in the North
Frances Dodd, Head of the North West Leadership Academy Foreword,
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Facilitating Great NHS Staff Networks
Lancashire & South Cumbria Pathology Network Leadership Development Supporting Non-Executive Directors Evolving together in the North West
The NWLA Coaching Hub CPD offer is now available We are delighted to announce our Coaching Continuous Professional Development (CPD) offer for our registered coaches in the coming year. Sessions encompass Career Coaching Skills, Neuroinclusive Coaching Enhancement Workshops and an upcoming Diversity Programme. Expansion of Mary Seacole Local in our region Provision of the Mary Seacole Local programme has expanded across the North West, with more trusts acting as host organisations in 2025/26. Places on these cohorts are held for both colleagues at the host organisation, as well as wider regional colleagues. At a cost of £150 per delegate, this offers an 85% reduction on the national programme cost per person. Leadership Live: Season 2 in Development We’re excited to share that Season 2 of Leadership Live is in development. This season will feature inspiring conversations with our very own North West leaders including Anthony Hassall, Chief Executive Pennine Care NHS Foundation Trust, discussing the importance of culture. Also, Dr. Andy Knox from Lancashire and South Cumbria ICB, and Paula Cowan from NHS England North West, will be exploring how to overcome barriers in clinical and primary care leadership.
Neighbourhoods First: Transforming Local Health and Care Together – 17 July 2025 We’re bringing together Neighbourhood leaders from across sectors for a creative and collaborative session—part Hackathon, part Open Space—designed to reimagine how care can move closer to home. This event is an opportunity to challenge the status quo, co-create practical solutions, and design innovative approaches tailored to local needs. Places are limited – register your group here
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We are also proud of developing some really bespoke offers, such as, a new suite of learning pathways within the Leadership Learning Zone to equip nurses and AHPs with the confidence, skills, and support to lead. Our Mentor Development Programme provides you with skills to become a mentor, as well as the opportunity to join our mentoring hub and wider community. Other examples in this edition include, delivering and commissioning a Leadership Development Programme for leaders working within pathology services, as well as working with East Lancashire Hospitals NHS Trust as they deliver their first Mary Seacole Local cohort. Throughout all our work, we prioritise personal relationship building and this is exemplified in Oliver Soriano’s nursing career story that reflects resilience, as well as Teresa Hopley’s case study of nurturing compassionate leadership. We really hope you enjoy reading these articles, and as always if you require any further information, do not hesitate to get in touch.
During my first few months in role, I had the pleasure of individually meeting the CEOs and CPO/HRDs in the region, both face-to-face and online. This extensive engagement and feedback programme was vital to ensuring that as the NHS North West Leadership Academy (NWLA) we are constantly evolving to meet your changing needs and deliver the best possible service. It was so encouraging to hear about our strong reputation and bespoke support, however, improvements were also recommended and we have been busy implementing these changes. For instance, you asked us to provide simplification of our offer and clearly demonstrate impact, as well as highlight our value for money. At the NWLA, we are so aware of the difficult and challenging external landscape everyone is facing, so more than ever, we want to ensure we are here to support you all. In our next edition, we are excited to be relaunching the NWLA, where all these changes will be presented. Based again on your feedback, we have simplified our strategic priorities for 2025-2026, ensuring that they match your own priorities and support you in delivering the best care to our patients, service users and communities.
These are:
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NHS North West Career Management Guide
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 4. Enhance leadership capabilities across all levels of the NHS 5. Refocus and relaunch NWLA to demonstrate commitment and value to the North West
Building Relationships Maximising the NHS North West Leadership Academy Membership Collaborative Masterclass Series in 2025/26 Exploration and Transformation
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Now Live: Deputy and Aspiring Director Development Offer
OCT TUESDAY 7th
Celebrating the Success of East Lancashire Hospitals NHS Trust’s First Mary Seacole Local Cohort The Journey of Oliver Soriano From childhood of care and compassion to Chief Nursing Officer in the NHS Mentor Development Programme Unlock career growth with mentoring
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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. We are delighted to announce our Deputy and Aspiring Director Development Offer, a flexible, personalised leadership development opportunity for those preparing to step into or strengthen their executive leadership. Also, please look at the new NED case study toolkit, which was developed with engagement from our NEDs, Senior Independent Directors (SIDs) and Chairs across the North West, to identify the areas of support and guidance that matter.
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Save the Date: Festival of Leadership 2025! Planning is underway for the Festival of Leadership 2025, which will take place on 7 October 2025. CEOs and CPOs from across NHS North West Trusts and ICBs have been invited to nominate delegates to attend this critical regional event, which promises to provide opportunities to network and hear from our key speaker Tim Keogh, CEO of A Kind Life.
Empowering Clinical Leadership Voices
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.info@nhs.net and follow us on Twitter.
@nhsnwla
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WORDS from our chair Leadership in a Time of Transformation
FESTIVAL OF LEADERSHIP 2025 Shaping the Future of NHS Leadership in the North West
As leaders across the NHS North West, we are navigating a period of profound transition. Silas Nicholls, Chief Executive - Lancashire Teaching Hospitals NHS Foundation Trust Professor of Leadership and Healthcare Management - Institute of Medicine, University of Greater Manchestery
The NHS North West Leadership Academy is proud to announce the return of the Festival of Leadership on Tuesday 7 October 2025, at the Halliwell Jones Stadium in Warrington. This flagship event is a vital moment to bring together the region’s executive leaders and aspiring directors from across the NHS, local government, social care, and community organisations at a time of significant change. As we prepare for the introduction of new NHS management and leadership standards and regulations, this year’s Festival of Leadership offers senior NHS executives, board members, and aspiring directors the space to: Prepare for upcoming NHS leadership standards and regulatory changes. Connect with peers from across all North West health and care systems. Unlock the full benefits of your NHS NWLA membership (programmes, resources, and networks). Discover and celebrate leadership best practices and innovations from around the region. Learn how strong culture and compassionate leadership drive staff well-being and performance in the NHS.
an opportunity to create real and lasting change in our region to the immense benefit of our communities, harnessing the support organisations like the NHS North West Leadership Academy provide to the region. Let’s also draw energy from local success. Several providers in the region, have seen improved staff survey score, and whilst NHS sickness and absences across the north west region are still a concern, inroads are being made to improving staff experience and cultural transformation. As we each navigate this new chapter, may we do so together, with vision, collaboration, and compassion.
With significant cuts to Integrated Care Boards and NHS England, and the announcement of its merger with the Department of Health and Social Care, many of us are operating in a climate of uncertainty and increased challenge. Our remit, our roles, and even the structures we lead are shifting, sometimes faster than we can fully process. But in the middle of this disruption, our duty to patients and colleagues remains vital. Now more than ever, the North West needs steady, courageous, and compassionate leadership. The Health Secretary’s three major shifts, toward community-based care, digital innovation, and prevention, offer us a strategic horizon. They’re not just policy ambitions; they are invitations for local leadership to create real, inclusive place- based solutions. We should view this as
Key features of the festival include:
• Facilitated networking, designed to forge new connections and foster productive partnerships among attendees. • A panel featuring senior North West leaders and representatives from national bodies. They will explore the future of NHS leadership in our region, discussing
We are extending invitations to board and executive representatives from NHS and public sector organisations across the North West. Organisations are also encouraged to nominate their aspiring director-level talent to attend this pivotal event. Expressions of interest and nominations should be sent to: nwla.execleadership@nhs.net
emerging trends, new regulatory expectations, and management and leadership standards. Gain strategic insights on adapting to change and strengthening leadership across integrated systems.
• A keynote session from Tim Keogh, co-founder of A Kind Life and host of the “Kinder Conversations” podcast. Tim is renowned for his work in creating kinder, more successful workplaces and will share insights on cultivating compassionate leadership cultures.
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FACILITATING GREAT NHS STAFF NETWORKS
Case study: Disabilities and Long-Term
Staff networks play a vital role in creating inclusive, supportive and progressive workplaces. Leading a network requires Chairs and Co-Chairs to convene and facilitate crucial spaces for employees to share lived experiences and drive meaningful change through collective commitment. In partnership with Lancashire and South Cumbria, Midlands and Lancashire CSU, and Boo Coaching & Consulting, the NHS North West Leadership Academy facilitated a system-wide conversation with network Chairs to better understand their development needs. Whether new to chairing or highly experienced, leading a network can be both exciting and challenging. Drawing on these insights, seven top tips have been developed along with a flexible support package to help Chairs and Co- Chairs across the North West lead with confidence and strengthen engagement.
1. Define a Clear Purpose
3. Make Meetings Productive & Inclusive Respect members’ time. Make meetings matter by:
5. Collaborate & Learn from Others Networks thrive through connection. Strengthen yours by:
7. Make It Sustainable
Staff networks need a strong foundation rooted in NHS values and Trust priorities. Ask:
Avoid burnout by building resilience into the network.
Conditions Staff Network (DLTC) at Blackpool Teaching Hospitals NHS Foundation Trust. The Disabilities and Long-Term Conditions Staff Network (DLTC) at Blackpool Teaching Hospitals NHS Foundation Trust recently promoted Safer Accessible toilets with Euan’s Guide, a national organisation supporting accessibility in key organisations which produces a review of sites. This involved working with Blackpool’s estates and facilities departments to survey red cord use and availability to ensure that users could reach and utilise the alarm facility after a fall. A red cord card asking users to enable the cord to hang to the floor were placed by members in key facilities. This was a successful partnership working project and raised the profile and work of the network whilst improving accessibility for staff and patients alike.
Share roles and delegate tasks.
• What do we want to achieve?
• Setting clear, balanced agendas.
• Partnering with other networks.
Mentor future leaders.
• What difference can we make?
• Using tools like breakout rooms and anonymous feedback.
• Aligning with HR, EDI, and wellbeing teams.
Keep good records and support smooth transitions. Tip: Create Buddy or Ambassador roles to support engagement.
• What challenges are we addressing?
• Following up with actions or updates.
• Engaging with external organisations.
Clear purpose keeps members engaged and focused. Tip: Try developing a mission statement, logo, or briefing paper to clarify your aims. 2. Build a Strong & Diverse Membership Broad, inclusive participation drives success. To grow your network: • Use multiple communication channels. • Vary formats – social events, webinars, discussions. • Ensure all members feel welcome and heard.
Tip: Dedicate time for peer support and lived experience sharing.
Tip: Join or host a Network Leads meeting or national events.
Final Thoughts: It Takes a Community As Chair, you’re creating more than a network—you’re building community.
4. Focus on Impact & Outcomes
6. Secure Senior Leadership Support Leadership backing boosts visibility and influence. Keep leaders informed of challenges and successes.
Drive real change by:
• Setting clear goals and tracking progress.
Be curious and open to feedback.
• Sharing success stories widely.
Celebrate progress and value contributions.
• Using data and lived experience to influence strategy. Tip: Offer insights to inform policy, training, or planning.
Advocate for resources and policy change.
Look after your wellbeing—self-care enables good leadership. A mentor can be a great support along the way.
Read the full case study here
Invite leaders to be visible allies.
Tip: Ensure your network is included in manager briefings and staff induction.
Tip: Offer hybrid meetings to suit different working patterns.
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LAncashire & south cumbria pathology network leadership development
“I have gained so much personally and professionally from my participation in the course. The course provided me with the opportunity to get out of my comfort zone and be involved in Quality Improvements in a way that I would not be able to as part of my day- to-day role. I have found skills that I didn’t realise I possessed and developed new skills. I have a newfound confidence in my abilities and now know that if I put my mind to something, I have the determination to see it through. I have discovered a passion for Quality Improvements and projects. Thank you to those who have supported and believed in me.”
Gill Crankshaw, Workforce Strategy & Transformation Lead, LSC Pathology Network, shared:
The Lancashire and South Cumbria (LSC) Pathology Network have worked with the NHS North West Leadership Academy to support them to deliver and commission a Leadership Development Programme for new or aspiring leaders working within pathology services. As part of the findings from Sir Mike Richard’s independent review of Diagnostic Services for NHS England, Recovery and Renewal, and the LSC Integrated Care Board Transformation Agenda, it has been recognised that a key enabler to deliver against these complex agendas would be the leaders from across the pathology network. Significant challenges and opportunities lie ahead in delivering service transformation within LSC and the aim behind the programme was to support colleagues to develop the required leadership skills, knowledge and behaviours to lead the transformation of pathology services.
The six month programme, which concluded in in April 2025, provided participants with a valuable opportunity to immerse themselves in a transformative learning experience. Throughout the programme they: Reflected on their working preferences and impact of their approach, considering new ways to enhance their effectiveness. Explored leadership theory and applied theory and the latest thinking into practice.
Whilst on the programme participants identified a project that would support the transformation agenda and enable them to embed their learning from the programme. Examples of the projects that have begun include:
Emergency Department (ED) Major Haemorrhage Protocol Red Leader
GP Common System
“As we move forward with the creation of a single service for L&SC Pathology Service we needed to consider how we develop our leaders, providing them with skills and knowledge to assist them in taking the service forward. “We wanted to develop a Pathology specific leadership course that would bring new and future leaders of our service together.”
In December 2025 the current system used by UHMBT will no longer be supported for GP requests into the service. A steering group has been set up with an SRO to develop a system with improved functionality, which will enable efficient and reliable processing of GP requests for Pathology tests and requesting Radiology investigations. It is hoped that the impact will be standardisation of clinical pathways, meaning that data sharing and patient care will be easier to progress with common systems and architecture, therefore improving user experience and outcomes.
This project has two aims:
1. To develop a “Red Leader” proforma to reduce ED blood component wastage and improve communication between ED Blood Transfusion and the lab. 2. A trial of blood unit temperature monitoring devices, as another means of trying to reduce wastage due to temperature control. The “Red Leader” proforma has recently been launched within Lancashire Teaching Hospitals NHS Foundation Trust and when fully implemented will improve adherence to blood product ratios, bringing life-saving bloods to patients and contribute to financial savings.
Annelise Chambers, Lancashire Teaching Hospitals NHS Foundation Trust, Participant
Applied learning in current and developing working practices.
By developing leadership capabilities and commencing these projects, Pathology colleagues will have begun to support the development of Single Pathology Service for LSC; along with working towards the NHS Long Term Workforce Plan (LTWP) – Growing the workforce and the objective to “increase productivity and service redesign, enlarging capacity and the impact on patient experience and access to care.”
Engaged in an Action Learning Group (ALG), collaborating with colleagues facing similar challenges. Accessed NHS NWLA mentoring and coaching support to further their development.
Built valuable connections across the wider pathology network
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Supporting non-executive directors: Evolving together in the north west
nhs North west career management guide
How can we best prepare our NED s to meet these evolving challenges? • Productivity and finance • Quality and safety • Health inequalities • Board dynamics • System leadership • Media messaging and communication • Personal awareness and impact • Political intelligence within healthcare
At the NHS North West Leadership Academy (NHS NWLA) we are committed to continuously evolving how we support our colleagues across the region - ensuring they have the tools, guidance, and opportunities they need to succeed. To explore this, we engaged directly with NEDs, Senior Independent Directors (SIDs) and Chairs across the North West. Through focus groups and open dialogue, we identified the areas of support and guidance that matter most to them. While financial scrutiny and risk management remain key priorities, participants highlighted a wider range of challenges facing today’s NEDs.
The NHS North West Leadership Academy is proud to launch a brand-new resource for staff across the region: the NHS North West Career Management Guide. This comprehensive guide has been developed to support NHS colleagues at every stage of their career journey, offering practical advice and regionally tailored insight for those exploring their next step in the NHS. Whether you’re applying for your first role, transitioning into leadership, or rethinking your long-term career goals, this guide is designed to help you move forward with clarity and confidence.
The guide is filled with real-world advice, reflection tools, and helpful prompts, making it an accessible and useful companion whether you’re actively job-seeking or planning your development over time. We encourage NHS staff, line managers, and organisational development leads to explore the guide and use it to support colleagues and teams in career conversations and progression planning.
Building on the foundation of the existing national career management resource, this guide covers key stages of the career journey, including: Career planning: Clarify your aspirations, strengths, and motivations. Job searching: Understand where and how to look for roles in the NHS system. CV writing and applications: Tips for writing impactful CVs and navigating NHS Jobs. Interview preparation: Practical advice to help you prepare, perform, and stand out. Leadership applications: Additional guidance tailored for those applying for leadership or senior roles.
As the NHS grapples with increasing financial pressures and growing governance complexity, the role of Non-Executive Directors (NEDs) becomes ever more critical. To provide effective oversight and strategic leadership, NEDs must be well-equipped and well-supported. Recent conversations among Chairs in Greater Manchester surfaced a vital question:
Click here to read and download the NHS North West Career Management Guide
From these rich conversations, we developed a toolkit of real-life case studies – designed to spark reflection, stimulate discussions, and strengthen strategic thinking. These scenarios offer a practical, collaborative way for NEDs to explore different approaches, share insights, and enhance their decision- making skills across critical themes such as:
Access the Resource Click here to explore the NED Case Study Toolkit
For more information, please contact: nwla.execleadership@nhs.net further support: the north west ned network
The North West NED Network offers a supportive space for Non-Executive Directors to connect, collaborate, and grow together. This peer-led community encourages shared learning and development, helping NEDs maximise their impact across the healthcare system. Members shape the agenda, ensuring that discussions and learning focus on the topics that matter most.
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Building relationships maximising the nhs north west leadership academy membership
Connect with your senior system lead:
Championing Compassionate Leadership Across Two Trusts: Teresa Hopley’s Legacy
Senior System Leads at the NHS North West Leadership Academy serve as key contacts for member organisations across Lancashire and South Cumbria, Cheshire and Merseyside, and Greater Manchester. As trusted advisors and allies, they help design bespoke development interventions and integrate the NWLA’s full membership offer into local strategies.
As Teresa Hopley, Head of Talent, Leadership, and Organisational Development Consultancy at Tameside and Glossop Integrated Care NHS Foundation Trust and Stockport NHS Foundation Trust, approaches retirement, she reflects on a career devoted to nurturing compassionate leadership in the NHS. Her journey has been marked by the challenges and achievements of leading across two distinct NHS trusts—and by the vital support of the NHS North West Leadership Academy (NWLA). A standout feature of Teresa’s role has been the dual leadership responsibility across both trusts. Despite close collaboration between the organisations, each trust has its own culture, demographic profile, and operational complexities. Leading effectively in this context has required Teresa to tailor
In the organisational development aspect of her work, Teresa and her team partner with teams and leaders, guiding them to think differently and adopt new approaches to progress. Working across two trusts has naturally presented capacity challenges. Teresa notes that her team often needed to “adapt information to suit each trust,” all while promoting collaboration and the sharing of best practices. “Working for two organisations is demanding. But when we implement new ways of working or successful initiatives, it’s incredibly rewarding.” When Teresa stepped into her current role two years ago, both trusts were members of the NWLA. While the benefits of this membership were initially underused, that changed dramatically following her partnership with Suzanne Douglas, Senior System Lead for Greater Manchester.
“Our engagement with the NHS North West Leadership Academy has been completely transformed. We’ve focused on extracting full value from our membership,” Teresa says. “Suzanne has been instrumental—she’s helped us tap into available resources and connected us to wider system support.”
Thanks to regular catch-ups with Suzanne, Teresa has been able to implement various leadership development opportunities.
Loma Krisson loma.krisson@nhs.net Lancashire & South Cumbria
“We’re co-producing new leadership offers with our teams. We’ve recently launched a leadership improvement programme—with support from the NWLA, we were able to access excellent facilitators through its framework, saving us from the time-consuming tender process.” The trusts have also adopted the NWLA Coaching and Mentoring Hub, enabling staff to benefit from personalised development opportunities. Additionally, in-house coaching has been strengthened through an apprenticeship scheme, reinforcing a culture of ongoing learning and leadership growth. Though Teresa is stepping down from her role this year, she is confident that the relationship between her trusts and the NWLA will continue to thrive. “I would strongly encourage other organisations to build close working relationships with their Senior System Lead. Regular conversations have been invaluable—they’ve helped us see what’s possible.”
Greater Manchester
development initiatives that resonate uniquely within each organisation.
Suzanne Douglas suzanne.douglas3@nhs.net
“Our priority is to attract and retain top talent— and to support their development once they’re here. We aim to cultivate high-performing individuals who want to grow with us and recommend us as an employer,” Teresa explains. “Leadership isn’t just about formal roles. We believe everyone has the capacity to lead—whether they manage teams or influence others.”
Cheshire & Merseyside
Dawn Misbet dawn.nisbet@nhs.net
discover more:
Read the full interview with Teresa Hopley on our website.
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collaborative masterclass series in 2025/26 - exploration and transformation
NOW LIVE: Deputy and
aspiring director development offer
What is the time commitment? This is not a standardised programme. Instead, the offer is built around individual development needs. After completing a Healthcare Leadership Model (HLM) self-assessment, participants will receive personalised feedback and be supported by a specialist facilitator to identify strengths and development priorities across nine leadership dimensions. From there, participants select from 19 bespoke development modules, each mapped to the HLM dimensions. Learning is delivered through a blended access model and can include one or multiple modules, based entirely on the individual’s goals and availability.
The NHS North West Leadership Academy is excited to launch the Deputy and Aspiring Director Development Offer, a flexible, personalised leadership development opportunity for those preparing to step into or strengthen their executive leadership roles. Since the announcement, we’ve received a number of questions. Here’s what you need to know: Who is eligible? Nominations are open to current Deputy Directors and individuals identified as having the potential to move into an executive role as their next step. All nominations must be made by the organisation’s Chief People Officer, HR Director or equivalent executive leader. Is there a cost? There is no cost to NHS North West organisations to access the offer. However, places are limited. Each organisation has been allocated a set number of nominations. To discuss allocations or submit nominations, please contact your Senior System Lead at the NHS North West Leadership Academy.
The latest series of North West Collaborative Masterclasses aims to inspire leaders and explore opportunities for innovation and bold new thinking across the public sector. The NHS NWLA works in partnership with Mersey Internal Audit Agency (MIAA), Advancing Quality Alliance (Aqua), North West Employers (NWE) and the North West Association of Directors of Adults Social Care Services (ADASS) to bring you a series of collaborative masterclasses. Together we are an influential partnership formed from cross sector organisations in the North West that represent the NHS, health and social care and local government. In March, system leadership experts led a masterclass focused on the power of collaboration in health care systems. The session explored how public sector leaders can foster a mindset that embraces collaboration to overcome barriers, crucial for addressing health inequalities and disparities.
The 2025/26 series has launched with three essential leadership topics:
Further masterclasses across the year will consider how to lead in an AI world, focus on prevention and improvement and working effectively across systems. Catch up on previous sessions via the North West Collaborative YouTube channel:
Outside in Thinking – How innovative thinking could help the public sector Challenging participants to consider what they can do differently and empowering
teams to nurture a culture where innovative thinking can thrive.
Climate Change and the Public Sector Understanding the direct and immediate consequences of the changing environment for delivery of health and social care services and exploring opportunities for public sector collaboration to tackle the impact of climate change in the North West. Thriving Cultures – Embracing learning and growth in the era of psychological safety Supporting leaders to consider their role in developing and maintaining psychological safety in organisations and exploring how creating a culture of learning and growth can enhance team dynamics and impact on employee engagement.
Plus you can view the series brochure for more information and booking details:
Excellent speakers! Good balance of presenters and breakout group work. Very thought provoking and relevant.
What happens next? After selecting their modules, participants will be contacted directly by our team to arrange access and ongoing support. The offer is designed to be flexible, targeted, and responsive to the real-life demands of leadership in today’s NHS. This offer is part of our continued commitment to strengthening the leadership pipeline across the North West. For more information or to begin the nomination process, contact your local Senior System Lead at the NHS North West Leadership Academy.
Masterclass attendee
Watch back the recording of the session to learn more: CLICK HERE
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Celebrating the Success of East Lancashire Hospitals NHS Trust’s First Mary Seacole Local Cohort
MSL not only gave me the chance to meet colleagues from other departments, but also introduced me to people in higher positions in the Trust. Colleagues who participated in the programme came from different backgrounds and cultures with vast experience and knowledge from their field of work; sharing their experiences has shaped my perspective of leadership. I had the opportunity to meet facilitators from the Organisational Development team who have inspired me, and they put me in touch with the DERI team for coaching and mentorship.
Recently, the NHS North West Leadership Academy
This programme, is designed to equip future leaders with the practical skills and personal insight needed to drive meaningful change within the NHS. The Mary Seacole Local Programme offers the same high-quality leadership development as the nationally recognised Mary Seacole Programme, funded and delivered locally through the NHS North West Leadership Academy, providing additional development capacity to NHS organisations across the North West region and delivered at a cost of £150 per participant. One such participant, Stephen Oppong- Kyere from East Lancashire Hospitals NHS Trust, shared his reflections on how the programme has transformed his approach to leadership: “For someone who has been avoiding leadership roles for a while, I chose to enrol on MSL not only to broaden my understanding and knowledge in leadership, but also to honour the opportunity my supervisors gave me. I perceived leadership to be for people born with some inherent qualities until I started the programme. I now truly understand that everyone can be a leader with the right training, knowledge, mentorship, and guidance.
We extend our warm congratulations to all participants for completing their Mary Seacole Local journey. Their progress reflects our shared commitment to growing leadership capability across the NHS and fostering a culture of compassionate, inclusive, and innovative leadership.
In addition, I cannot talk about the programme without mentioning the HLM 360° assessment. It brought to light some positive feedback I never knew about myself and areas of development to look into to successfully lead others. I would recommend participation in the HLM 360° assessment to know what others think about your leadership style.
I learnt a great deal from the programme however delegation and conflict management stood out to me. I used to do everything myself and this usually led to not completing most of my jobs and running out of energy after every shift. I learnt how and why to delegate through MSL. It has significantly improved my task completion, improved the skills of others I work with and conserves my energy as well. Also, as we find ourselves in a human society, conflict will be part of every day. MSL introduced me to the Thomas-Kilmann model to assess and handle conflict situations. I now do not try to avoid conflicts when they arise but instead have a model to utilise to solve them.
had the privilege of working with East
Lancashire Hospitals NHS Trust as they delivered their first Mary Seacole Local (MSL) cohort.
In conclusion, I will say this valuable programme not only brings out the leadership qualities in you but also equips you with other aspects of leadership you have no idea about.”
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The Journey of Oliver Soriano: from childhood of care and compassion to chief nursing officer in the nhs
Mentor development programme: Unlock career growth with mentoring
The Mentor Development Programme will: Introduce the NHS North West Leadership Academy (NHS NWLA) and Mentoring Scheme
As the Chief Nursing Officer at Lancashire & South Cumbria NHS Foundation Trust, Oliver Soriano has a career story that reflects resilience, compassion, and an unwavering commitment to nursing.
Are you ready to inspire, guide, and empower others? The NHS North West Leadership Academy’s Mentor Development Programme is your gateway to becoming a mentor and joining a thriving community dedicated to growth and support. The NHS North West Leadership Academy’s Mentor Development Programme provides participants with the knowledge and skills to become a mentor and to join the NHS NWLA mentoring hub and wider community. Delivered virtually, these sessions are interactive with a mix of group discussions and interactive activities, and space for individual reflections designed to keep you engaged and energised. You will get access to resources including pre-session reading and exercises in readiness to prepare you for the session.
His story is not just one of personal determination but also a reflection of the vital role coaching and mentoring play in breaking down barriers to career progression, particularly for colleagues from Black, Asian and Minority Ethnic (BAME) backgrounds.
A selection of dates is available across the upcoming months for all North West NHS staff; there are no prerequisites to attend. View our website for upcoming dates and further information. Train the Trainer: Become a Mentoring Facilitator! If you want to take your leadership skills to the next level, we’re looking for mentoring champions to train as facilitators of the Mentor Development Programme.
“ didn’t stop there, he was rejected three more times when applying for a Band 8A Nurse Matron position. It was at this point that a Service Director from another team recommended coaching. “Coaching has been transformative for me. It’s not just about preparing for interviews; it’s about reframing challenges and finding more effective solutions.” Beginning his career in the Philippines Red Cross before coming the UK in the 90s as a mental health nurse, Oliver spent much of his early career in frontline clinical roles before applying to nursing leadership roles. “I was a Band 6 nurse for eight years, and leadership never crossed my mind. I always thought that if I was happy in my job, I didn’t “ need anything else. It wasn’t until someone approached me and said, ‘Oliver, I think you’d be great at this,’ that I even considered applying for leadership roles.” Even then, his path was not simple. He faced several setbacks, including two failed attempts at securing a Band 7 Clinical Nurse Specialist position, before finally landing the role through persistence. But the challenges
“
“Sometimes I cringe a little when I introduce
Explore the essentials of mentoring and how it differs to coaching
myself as a Chief Nursing Officer because I don’t like hierarchy—I still see myself as a nurse first. But through coaching, I’ve realised that I must acknowledge my achievements so that other BAME colleagues can see that this level of success is attainable.” The NHS North West Leadership Academy offers a dedicated Coaching and Mentoring Hub where individuals can register to receive support or give back as qualified coaches and mentors. To read Oliver Soriano’s full story, visit: NHS North West Leadership Academy website.
Consider the role of context and inclusion in mentorship
Explore and apply the key skills involved in mentoring
These sessions will support you with learning and skills to:
Undertake the training and support of future mentors
Provide space for new mentors to understand their unique mentoring style
Deliver this programme within your own organisation or for wider NHS delegates.
Inspire to take a developmental approach to meaningful conversations
This opportunity is being explored for delivery in late 2025. If you or a colleague would have interest in exploring this opportunity further, please contact: nwla.coachingandmentoring@nhs.net to register your interest.
Share learning, experience, tools and top tips
“Mentoring isn’t as scary as I thought…I have the skills and experiences to be a mentor. I need to learn to use silence more - pauses don’t need to be filled. I don’t have to be perfect at this - I can learn and improve as I go along, and I can access support.”
Click here to register for the: Coaching and Mentoring Hub.
By investing in coaching and mentoring, we can unlock potential, foster inclusive leadership, and build a stronger, more representative NHS.
Mentor Development Programme Participant
nw.leadershipacademy.nhs.uk | Leader
18 Leader | nw.leadershipacademy.nhs.uk
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Empowering Clinical Leadership Voices
The NHS thrives on its people. Nowhere is this more evident than among the nurses and allied health professionals (AHPs) who lead care every day in acute wards, patients’ homes, GP practices, and community settings. Yet too often, their leadership potential goes untapped or unrecognised That’s why we’ve tailored a new suite of learning pathways within the Leadership Learning Zone (LLZ) to equip nurses and AHPs at every career stage with the confidence, skills, and support to lead.
Why clinical leadership matters
Nurses and AHPs are experts in care. They have a deep, hands-on understanding of what patients and colleagues need, and their proximity to frontline delivery gives them a unique lens on what works and what doesn’t. Their voices are essential in shaping a health and care system that is responsive, safe, and compassionate. When these voices are amplified in leadership roles, the outcomes speak for themselves: better care coordination, higher quality outcomes, and improved patient experience. Equally important is diversity in leadership. A leadership culture that reflects the multi- professional, multi-ethnic, and multi-setting nature of the NHS drives inclusive decision- making. Empowering clinical professionals from all backgrounds ensures leadership is not only more representative, it’s also more resilient, creative, and effective.
Pathway Introduction to Leadership for Nurses and Allied Health Professionals
Audience Modules Included
• Introduction to Leadership • Understanding Yourself • Effective Communication • Stress Management • Resilience • Imposter Syndrome • Unconscious Bias • Equality & Diversity • Kindness in Leadership • How to Give Effective Feedback • Patient Experience • Introduction to systems • Collaboration – keys to success • The Why: Case for MDT Working • The What: Establishing Effective MDTs • The How: Developing Shared Vision & Language • Running Successful MDTs • Developing System Leadership Skills • Leadership for General Practice Nurses – Modules 1–3 • Professional Identity: What is it and why is it important • Professional Identity: What is integration • Supporting Practice Nurses to Flourish in a Multi-Professional World • Coping with Today and Planning for Tomorrow
New and aspiring leaders in nursing and AHP roles across any setting
Nurses and AHPs leading or working within MDTs
Leading a Multi- Disciplinary Team (MDT)
Start Your Leadership Journey Today
The Leadership Learning Zone is free to access and available online anytime, anywhere, built to flex around your schedule and real-world pressures. Log in and explore your pathway at: NHS North West Leadership Academy | Supporting you to reach your leadership potential For support or to discuss wider development offers, contact the NHS North West Leadership Academy team at: nwla.leadership@nhs.net
Nursing Leadership in General Practice
Nurses in general practice aiming to unlock or expand their leadership role in primary care
nw.leadershipacademy.nhs.uk
@nhsnwla
NHS North West Leadership Academy 4th Floor, 3 Piccadilly Place, Manchester, M1 3BN
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