“A good leader doesn’t have to do everything themselves”

As a key worker, Joshua volunteered to work shifts at an understaffed hospital, as well as dedicating his days off to project work: “I was effectively working two jobs: one on the tools and another working on some critical projects.”

The critical pandemic projects included the redevelopment of a large site to manufacture PPE for the NHS. Joshua says the work he did during this time “honed my ability to manage people, contractors and stakeholders, because my role expanded to responsibilities beyond traditional project management”.

Making the transition to Gateshead Council

“If you cut me, I bleed blue and white,” says Joshua of his respect for the NHS. It was a difficult decision to move to a new role in local government after more than seven years with the Northumbria trust. He had always envisioned staying with the NHS for his entire career, but when an opportunity at Gateshead Council presented itself, he recognised it as an exciting way to gain new experiences and challenge himself.

The move from the NHS, operating under constant pressure, to the council offered a more structured environment for Joshua: “While the NHS demands a constant state of alertness, the council has more predictable busy and slow periods.” 

While he acknowledges that both organisations have their pros and cons, they share something in common: they are often underappreciated. “The NHS, like local government, has really important roles beyond what the public sees, such as mortuary staff in hospitals or street cleaners for councils,” Joshua says.