Find out more about the work we do and how it supports leaders across the North West
“Using compassion to create engagement” – how compassionate leadership has improved Staff Engagement
Pennine Care NHS Foundation Trust is a mental health, learning disability and autism trust based in the North West. The executive team wanted to centre staff engagement as a core part of their business. They understood the need to lead with compassion from the top, role modelling this throughout the organisation.
“Becoming the best, sustaining the best” – Liverpool Heart and Chest NHS Foundation Trust’s Staff Survey journey
Liverpool Heart and Chest NHS Foundation Trust had an ambition to be the best, including in terms of their engagement and culture metrics. Their journey started 3 years ago where the executive team sponsored creation of their initial plan and ambition. They understood that they needed to drive performance through their people, by providing psychological safety and a sense of purpose and belonging
“Sustaining cultural improvement through change” – Mersey Care NHS Foundation Trust
Mersey Care NHS Foundation Trust’s strategic intention is to have ‘highly engaged and supported staff’. A refreshed approach to staff engagement was undertaken in 2024 to identify high-impact actions that would make a positive difference to staff, and a renewed focus and rigour on staff engagement overall.
“We’re an organisation where people want to come and work” – a story of a cultural change programme designed to improve belonging and engagement
The Christie wanted to make a purposeful cultural change. They wanted to build a sense of connection and belonging in their organisation. They also wanted to build capability and ownership for their leaders. Their ambition was to drive performance through increased leadership ability and overall engagement, wellbeing and retention.
Creating a culture of recognition and reward
The Clatterbridge Cancer Centre NHS Foundation Trust Executive team wanted to create a workplace culture where all staff felt valued and recognised for their contributions. Senior leaders were keen to enhance staff engagement, morale, and well-being while promoting recognition and reward through targeted initiatives and strategic planning.
Building Confidence, Culture, and Compassion in the NHS with Monika Maj
Monika Maj is the Business Support Programme Coordinator in NHS England’s North West Workforce Training and Education Directorate. Monika works closely with the Director of Workforce, Training and Education and the Directorate Operations Senior Manager to support the development and delivery of the organisational development and support offer for colleagues across the region.
While coaching is not in her formal job title, it is an additional support Monika provides to the Directorate and NHS England with the backing of senior leadership.
Facilitating Great NHS Staff Networks: 7 Top Tips for Chairs and Co-Chairs
Staff networks play a vital role in creating inclusive, supportive and progressive workplaces.
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.
In this case study, Co-Chairs Joanna Gregory and Claire Wells of the Disabilities and Long-Term Conditions Staff Network (DLTC) at Blackpool Teaching Hospitals NHS Foundation Trust share their learning as a network and their journey to raise the profile of the DLTC and improve accessibility across their organisation.
Empowering Leadership in Workforce Development with Nicola Littler, Director of Workforce, Pennine Care NHS Foundation Trust
As Director of Workforce at Pennine Care NHS Foundation Trust, Nicky has played a pivotal role in shaping workforce strategy, leadership development, and employee engagement within the organisation. Her journey demonstrates how a thoughtful, people-first approach to workforce development can transform not just teams, but entire organisations. Through strong partnerships like the one with the NHS North West Leadership Academy, Pennine Care is not only investing in its current leaders but also paving the way for future talents.
2 Years in the Making: Building Relationships Between the NHS North West Leadership Academy and Two Manchester Trusts
Teresa Hopley, the Head of Talent, Leadership and Organisational Development Consultancy (TLODC) at Tameside and Glossop Integrated Care Foundation Trust and Stockport Foundation Trust, has dedicated her career to fostering a culture of compassionate leadership within the NHS. As she approaches retirement, she reflects on her journey, the challenges of leading in a dual-trust environment, and the invaluable role of the NHS North West Leadership Academy in supporting leadership development.
The Journey of Oliver Soriano: From a childhood of care and compassion to Chief Nursing Officer in the NHS
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. Born and raised in the Philippines, Oliver’s early life was marked by modest means and strong family values.
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.
Wirral University Teaching Hospital’s Blueprint for Success with NHS North West Leadership Academy
Wirral University Teaching Hospital (WUTH) has developed a comprehensive in-house leadership development framework known as the Leadership For All Framework aimed at setting the organisational expectations and standards for leadership practice at all levels.NHS North West Leadership Academy (NWLA) has been a key partner in Wirral University Teaching Hospital NHS Foundation Trust’s leadership initiatives, offering a range of support services. Click the button to read more…
Good Leadership Stories: Improving Engagement and Culture Through the NHS Staff Survey
North West Ambulance Service NHS Trust (NWAS) is the second largest ambulance trust in England, their vision is to deliver the right care, at the right time, and in the right place. Every time. The NWAS vision is ambitious. To achieve it they need to balance getting the basics right while continuously striving for excellence. Their greatest asset is their people, and they want NWAS to be a brilliant place to work. Their people strategy aligns with the NHS People Promise, which aims to improve the experience of working in the NHS for everyone.Click the button to read more…
Tackling Imposter Syndrome And
Creating A Growth Mindset
Sagar Vasandani works at the Greater Manchester Cancer Alliance, hosted by The Christie NHS Foundation Trust and a crucial arm of the NHS Greater Manchester. As a Lead Business Intelligence Analyst, Sagar plays a vital role in driving data-informed decisions within the cancer care landscape. Although Sagar is not directly involved in line management, he has taken on significant informal leadership responsibilities, which prompted him to participate in the “Building a Growth Mindset” sessions commissioned by the NHS North West Leadership Academy. Click the button to read more…
Good Leadership Stories: Committing to Enhancing Staff Engagement and Employee Experience at all Leadership Levels
Manchester University NHS Foundation Trust (MFT), one of the largest and most complex NHS trusts in the UK. It operates multiple hospitals and provides a broad range of medical services to a diverse population. The Executive Team wanted to enhance staff engagement and overall employee experience, particularly after the National Staff Survey 2022 revealed that there had been no significant improvement in staff engagement scores over the previous five years. They sought to create a more positive working environment by addressing key issues identified by the staff. Click the button to read more…
Good Leadership Stories: Clinical Leadership Workshops for Healthcare Support Workers
Lancashire and South Cumbria NHS Foundation Trust (LSCFT) is a Mental Health and Learning Disability provider The organisation knew it needed a fresh focus on retention and experience. They were able to be part of cohort 1 of the People Promise Exemplar programme and focussed on a range of initiative spanning flexible working, stay conversations and reward & recognition. The Clinical Leadership Workshops for Healthcare Support Workers (HCSWs) were introduced to empower and recognise HCSWs as leaders and the backbone of the NHS. Click the button to read more…
Good Leadership Stories: Creating Inclusive and Compassionate Cultures and Leaders
Warrington & Halton Teaching Hospitals NHS Foundation Trust were performing on par with the national average for Staff Survey result and other metrics, but the trust had a strong ambition to do better. Their Executive Team championed need for improvement. Click the button to read more…
Good Leadership Stories: Improving Culture and Leadership Through National and Regional Programmes
The 2022 National Staff Survey results highlighted several areas for improvement in Liverpool University Hospitals NHS Foundation Trust (LUHFT). LUHFT delivered the NHS England Culture & Leadership Programme and the People Promise Exemplar Programme from 2022 to 2024. These initiatives aimed to improve organisational culture, staff experience, and overall staff engagement. Click the button to read more…
Wirral Community Health and Care NHS Foundation Trust Board Case Study
Bespoke development support for the Wirral Community Health and Care NHS Foundation Trust board. Click the button to read more…
Building a “Growth Mindset” in New NHS Leaders
Laura Maclennan, Deputy Team Manager at Stepping Hill Hospital, Stockport, participated in “Building a Growth Mindset” leadership sessions by the NHS North West Leadership Academy, aimed at enhancing leadership skills among new NHS leaders. Click the button to read more…
Good Leadership Stories: A Trust’s commitment to improving Staff Engagement and Staff Survey scores
Wirral Community Health and Care NHS Foundation Trust wanted to improve their staff experience, in particular the overall Staff Engagement Score and the number of people who would recommend the organisation as a place to work in the National Staff Survey. In this case study we explore the approach and actions taken by the Trust to meet these ambitions. Click the button to read more…
Learning from the Millom Experience
The NHS North West Leadership Academy (NHS NWLA) understands the evolving leadership landscape. We work in partnership with other sectors and our members to define requirements and to develop bespoke, effective leadership interventions.
Events in Millom since 2014 are a great example of how the NHS NWLA was able to build on the successes of a transformation in local healthcare provision and contribute to a systems leadership model which could be replicated across the North West and beyond.
Developing a place-based culture of working
A cross-sector team of ‘collaborative transformation practitioners’ applied their leadership skills and knowledge to developing a place-based culture of working within St Helens.
Their leadership training helped to catalyse and accelerate the progression of the ‘St Helens Cares’ integrated care system, with the remarkable pace and scale of the transformation now being recognised at a national level.
Journey to Self-Compassion
The programme, which explores the three key components of self-compassion based on the latest academic research, embeds principles and supports the development of a compassionate approach with colleagues, teams, organisational processes and organisational culture.
At a time of complex change and transformation in health and social care, a powerful leadership and wellbeing intervention has promoted the journey towards self-compassion for senior leaders in the NHS.