Empowering Leadership Through the Mary Seacole Local Programme
Vicky Blackburn, a Service Delivery Manager at North West Ambulance Service (NWAS), embodies the essence of aspirational leadership development within the NHS. With over three decades of experience in the service, her commitment to professional growth led her to the Mary Seacole Local Programme, a regionally commissioned leadership initiative by the NHS North West Leadership Academy. This case study explores Vicky’s motivations, experiences, and reflections on the programme, as well as its broader impact on her role, team, and organisation.
Vicky’s Leadership Career
Vicky’s career with NWAS began in 1992, shortly after leaving school with O-levels. Driven by a desire to work in healthcare, she started as a control room assistant, handling 999 calls. Over time, she advanced through various operational and dispatch roles, eventually transitioning into management in 2013.
Her role as a Service Delivery Manager overseeing NWAS’s integrated contact centres, including 111, PTS, and 999 services, reflects her substantial experience and leadership capacity.
Why the Mary Seacole Local programme?
In recent years, Vicky faced challenges in securing promotions despite her extensive experience. She observed other colleagues excelling in interviews, which prompted her to consider improving her communication and confidence.
“I could walk the walk with my experience, but I couldn’t talk the talk in interviews. I knew what I wanted to talk about, but I expected the other person to understand what was in my head, without being able to get that message across.”
Seeking to address these gaps, she chose the Mary Seacole Programme, attracted by its reputation and alignment with her leadership goals.
“Someone I know had done the Mary Seacole Programme previously and I could see that it had really benefited them. You can tell when someone has been on one of the programmes, you can just see it in the way they lead.”
The decision coincided with a significant restructuring within NWAS, adding complexity to her role but also providing a timely opportunity for personal growth.
Experiences on the Programme
Vicky’s experience on the programme was both challenging and rewarding. She appreciated the structured approach, with clear timelines and deliverables, which she integrated into her schedule to stay on track. She describes the facilitators as “brilliant,” noting their ability to create a supportive and inclusive environment.
“Richard and Ally were brilliant. They make you feel so welcome when you first start which is important because it can be quite intimidating for participants at first. The way, especially Richard, the way he talks to people just gets the best out of them. He makes participants feel comfortable and they can talk about anything without feeling stupid.”
However, balancing work demands and the programme proved taxing, particularly when work-related pressures peaked.
“Doing a full day at work and then doing additional programme work is stressful. I knew what I was getting in for when I signed up but it was definitely a challenge.”
A key strength of the programme was its practical tools, such as the Reflexivity Questionnaire, which she utilised to assess team dynamics.
“Afterward the questionnaire I met with my staff as a group it went well but there were some things there that I needed to address. They were lacking in shared values and vision and It revealed areas of conflict in the team that I wouldn’t have otherwise been aware of. We then went away to address those things collectively as a team in a mature, constructive way.”
Vicky also highlights the programme’s role in boosting her confidence.
“Mary Seacole makes you feel confident as a leader, that’s the main thing I got from it and that’s what I wanted. It also gives you awareness of what you should be doing and signalling as a leader. I need to link in with my staff. I need to go out and speak to them. I need to be visible.”
Key Learnings
The programme enriched Vicky’s understanding of leadership principles, equipping her with new insights into team dynamics, political awareness, and organisational culture. She recalls discovering concepts like micro and macro cultures, as well as dedicating time to the Francis Report.
“It was fascinating to read and reflect on how I can use these learnings to ensure safer practices in my role.”
Another pivotal lesson was the emphasis on maintaining patient focus. Vicky recounts using this principle during team discussions about performance, stating.
“There was a bit of scrutiny on the performance of the team that I manage at a board level, so talked to my team about performance, improvement and why they thought it was important and the team was coming up with phrases like “We’ve got to do it to get funds” or “We’re not hitting the target to make sure that the queue comes down”. So, I kept asking them “And why is that?” eventually someone said “So our services are safe for the patient.” And that’s when we finally got to a clear team purpose.
“And then one of the managers later on that week said to me, I use this what you’ve just done and then talked about the patients with my team. And as a result of that conversation, my team now do patient safety huddles in the morning.”
Impact on Vicky, Her Team, and NWAS
The Mary Seacole Programme has had a profound impact on Vicky’s leadership style and effectiveness. Colleagues have noted her increased confidence and positive energy. She recalls a colleague observing, “You’re doing your Mary Seacole today, aren’t you? You’re so positive!”
Within her team, the programme’s tools fostered improved communication and conflict resolution, strengthening team cohesion. On an organisational level, her focus on patient-centred care has influenced operational decisions, prioritising resources for the most critical cases.
“By focusing the team on patient safety, we are effectively managing our risk. We live in a time where it’s not possible to get an ambulance to every patient within 8 minutes, so prioritisation has to happen. We’re working together to evaluate our calls and ensuring we see the sickest patients first.”
Future Leadership Aspirations
At 53, Vicky’s ambitions remain grounded yet purposeful. She aspires to advance into a Head of Service role while maintaining her commitment to continuous learning.
“I’m not aiming to be the next Chief Executive but I’d like to take the next step when the opportunity arises.”
Her dedication to lifelong learning extends to encouraging others to pursue development opportunities.
“I’ve always believed in lifelong learning. You don’t stop just because you’re nearing retirement. It’s about staying engaged and effective in your role.”
Advice for Aspiring Leaders
Vicky is a passionate advocate for leadership development. To those considering the Mary Seacole Programme, she offers compelling advice:
“Do it. It’s an investment in yourself. It boosts your confidence and equips you with tools you’ll use daily.”
She emphasizes the importance of being proactive in personal growth, contrasting her approach with peers who resist change:
“I’ve seen managers my age who sit back and wait for retirement. That’s not who I want to be. I want to keep learning and contributing meaningfully.”
Vicky Blackburn’s journey through the Mary Seacole Programme underscores the transformative power of leadership development within the NHS. Her experience highlights the importance of investing in skills that not only enhance individual performance but also foster team cohesion and patient-centred care.