Inclusive leadership in the NHS: From personal experience to professional practice

By Lorna Krisson, Senior System Lead at the NHS North West Leadership Academy

Inclusive leadership is often mentioned as a capability, an expectation or a strategy, but when do we really reflect on ‘What does it mean to me and how do I show up as an inclusive leader’?

Leading from the inside out as an inclusive leader

Long before I truly understood words like inclusion, equity or reasonable adjustments, I understood what it felt like to navigate a world that wasn’t designed with you in mind. Being the eldest sibling of two brothers with complex disabilities, I experienced first-hand how difference can be ignored, misunderstood or excluded. It is not always through malice, but often through systems, assumptions and lack of curiosity.

Watching my brothers navigate through education, healthcare and our local rural community taught me many powerful lessons. There were moments when they were listened to, when adaptations were made, and when they were genuinely treated as people, rather than problems to be solved. However, there have been many moments when this didn’t happen.

The difference was rarely down to expertise alone. It was down to personal attitude and intention. It was whether professionals were willing to slow down, notice what wasn’t being said, question their own assumptions, and work with difference rather than around it.

This lived experience has shaped who I am, why I actively chose to work within the NHS, how I lead, and why inclusion and equity aren’t just important to me but part of who I am and what I value.

Why inclusive leadership should be a core competency for every NHS leader

The NHS is one of the most diverse organisations in the world. Its diversity is reflected in its workforce, across the communities it serves, and in the needs it responds to every day.

Yet diversity alone does not equal inclusion. Too often, systems and leadership models are built for a narrow idea of the ‘default’ leader, employee or patient. When that happens, people are expected to adapt to the system rather than the system adapting to people. This has real consequences on staff wellbeing, organisational culture and patient care. That is why inclusive leadership must be a core competency for every NHS leader and manager, regardless of role, profession or seniority.

Inclusive leadership in practice: A lifelong journey

Inclusive leadership shows up in everyday behaviours, such as who is heard in meetings, whose perspectives shape decisions, how adjustments are made, and whether people feel safe to be themselves at work. It requires curiosity, emotional intelligence and the willingness to challenge our own assumptions.

Crucially, inclusive leadership is not something we ever complete. It is a lifelong, reflective journey; one that involves learning, unlearning, listening and being open to challenge. I believe the NHS is at its best when leadership actively values difference rather than quietly working around it. Inclusive leadership isn’t just good leadership. It’s how we build a fairer, stronger and more compassionate health service for everyone.

If you’re curious about inclusive leadership, here are some free resources to help you get started: