Ismail’s Story

Ismail’s Story

Ismail Patel’s journey into leadership within the NHS exemplifies how ambition, support, and continuous learning can propel an individual from a specialised role into senior leadership. This case study explores Ismail’s motivations, key milestones, the support he received, the impact of his leadership, and his advice for aspiring leaders.

Ismail’s Leadership Ambitions

Ismail Patel’s drive toward leadership was sparked by encouragement from senior leaders and his involvement in support networks like the BAME (Black, Asian, Minority Ethnic) Network. He was recognised by various people for his potential and this external validation was crucial in shaping his leadership ambitions and set him on a path of continuous learning and professional development.

Ismail’s Leadership Journey

Ismail’s journey in the NHS began in 2019, transitioning from a finance role at British Aerospace to the NHS finance team. His significant career shift into leadership roles occurred during the COVID-19 pandemic when he moved from finance to a project role in the Endoscopy Recovery Programme.

Subsequently, Ismail took on a secondment as a Project Manager with the ICS Development Team in the North West, playing a key role in establishing three Integrated Care Systems (ICSs). Ismail is currently in this post.

Ismail’s Leadership Support

Throughout his journey, Ismail benefited from substantial support and mentorship. His line managers played a pivotal role in recognising and nurturing his potential, pushing him towards roles that aligned with his leadership aspirations.

Edward Jenner Programme

“My participation in the Edward Jenner Programme marked a significant milestone in my leadership development journey. One of the key features that appealed to me was its flexibility. The programme was structured in a way that allowed me to learn at my own pace, balancing my professional responsibilities with my development activities. The Edward Jenner Programme covers a broad range of topics crucial for emerging leaders. I engaged with modules that spanned leadership theories, practical management skills, and the specific challenges faced by leaders in the NHS. One of the most significant outcomes of the Edward Jenner Programme for me was the boost in confidence it provided. Completing the programme gave me a sense of achievement and validation, reinforcing my belief that I could succeed in higher leadership roles. This newfound confidence translated into more assertive participation in meetings and more proactive engagement in leadership opportunities within the NHS.”

Mary Seacole Programme

“Following the Edward Jenner Programme, I advanced to the Mary Seacole Programme, which is a more intensive leadership development course aimed at preparing participants for senior leadership roles within the NHS. The Mary Seacole Programme involved scenario-based learning, which I found particularly effective. These scenarios simulated real-life challenges faced by NHS leaders, providing me with a safe environment to test my decision-making skills and leadership strategies. A significant component of the Mary Seacole Programme was its focus on communication. I learned different communication styles and techniques suitable for various contexts, from one-on-one conversations to large team meetings and presentations. This training was pivotal for me, as it refined my ability to convey ideas clearly and persuasively, engage with a diverse range of colleagues, and manage difficult conversations. I found that this enhanced communication capability was one of the most impactful elements of the programme, enabling me to lead more effectively and build stronger professional relationships.”

Reverse Mentoring

Ismail also participated in reverse mentoring with a regional chief nurse, which provided a platform to share and learn from diverse experiences. This mentoring relationship enriched his understanding of leadership and fostered mutual learning, significantly contributing to his professional growth.

Ismail’s Leadership Impact

Ismail’s leadership has had a tangible impact within the NHS. His ability to apply fresh learning in real-time to team settings brought about innovative changes in communication and project management.

Senior managers in his teams noticed and appreciated these changes, leading to more collaborative and effective team environments.

Ismail’s confidence in engaging with senior leaders and his involvement in designing and developing ICSs in the North West, exemplify the practical impact of his leadership. His approach has not only enhanced team dynamics but also contributed to strategic developments within the organisation.

Ismail’s Advice for Aspiring Leaders

For those aspiring to follow in his footsteps, Ismail offers several key pieces of advice:

  1. Seek Shadowing Opportunities: Observe and learn from senior members to understand their decision-making processes and leadership styles.
  2. Engage with Support Networks: Participate in networks and programs provided by NHS England to gain insights and build a supportive professional community.
  3. Commit to Continuous Learning: Enrol in leadership development programs to enhance skills and knowledge.
  4. Embrace Diverse Experiences: Share and learn from diverse backgrounds and experiences to broaden your leadership perspective.