Two NHS leaders in conversation: “Many of us are accidental managers”

Chartered = self-aware

Samantha Allen (SA): In the NHS, we can be quite inward-looking and decide that things aren't relevant to us when they really are. Being a Chartered Manager means having that self-awareness and curiosity around continuing professional development (CPD). I’ve been a chief executive for eight years, but the learning never stops. I always try to learn from other industries and sectors.

Katie Joyce (KJ): That really aligns with my experience on the apprenticeship. Day one on campus I was apprehensive, but I loved it because the whole day was discussion, sharing views and learning from each other. There were around 25 people in the room, with only a few from the NHS. 

Mixing with all these different sectors and perspectives has really helped me in how I connect with people – whether talking to a director of finance, a clinician or the pharmaceutical industry.

SA: I often suggest people get experience outside of the NHS. During my career, I have had the opportunity to do this. I learnt a lot from people who have experience working outside the NHS and the public sector. We need to be open to and curious about learning from others and bringing the best of that back into the NHS.

Also, pursuing accreditation and qualifications instils pride and shows that good management and leadership really does matter. Nowhere is that more important than in the NHS. It would be amazing to get to a point where all of our managers have Chartered status and are able to access that level of CPD.