Leader Summer 2026
Foreword
By Frances Dodd, Head of NHS North West Leadership Academy
This edition of Leader brings together powerful perspectives from across the North West, reminding us that inclusive leadership is not simply an aspiration, but a core responsibility for us all, as leaders. There are personal reflections on what it means to lead inclusively, to system-wide initiatives such as the Anti-Racist Framework, reverse mentoring, and the Active Bystander approach. Above all, the consistent message is that change only happens when intention is matched with action.
We also see the impact of investing in people, through coaching, leadership development programmes and by creating environments where neurodiversity is understood and valued. These examples demonstrate that when individuals feel seen and heard, they thrive, build stronger teams and ultimately, improve the outcomes for the people and communities we serve.
In July 2026, the NHS North West Leadership Academy are proud to be hosting a regional conference, Driving Race Equity – Strategies for anti-racist health and care systems. This conference will enable leaders to strengthen their oversight, as well as build collective responsibility for anti-racist reform. It is a collaboration with the NHS NW Race Equity Assembly, NHS England North West, North West Association of Directors of Adult Social Services, Greater Manchester Integrated Care Partnership and the North West Anti-Racism Public Health Collaborative.
Above all, this edition invites each of us to reflect on how we lead. The standards we walk past are the standards we set, so together, we must act with courage, be bold and drive real tangible change on fairness and inclusion across the North West.
Words from our Chair
By Silas Nicholls, Chief Executive, Lancashire Teaching Hospitals NHS Foundation Trust and Professor of Leadership and Healthcare Management, Institute of Medicine, University of Greater Manchester
In this edition of Leader, we turn our attention to one of the most pressing and persistent challenges facing the NHS: racism and inequality within our workforce. With one of the most diverse workforces of any institution in the world, the NHS should be a beacon of inclusion and fairness. And yet, the evidence is clear that many colleagues continue to experience discrimination, whether from patients, peers or within systems.
This is not acceptable. It is not compatible with NHS values, nor with the kind of organisations we aspire to be.
Addressing this requires more than awareness: it demands intentional, active anti-racist leadership. It requires us, as leaders, to confront uncomfortable truths, to listen deeply to lived experiences, and to take sustained, meaningful action. Becoming an anti-racist organisation is not an optional ambition; it is a fundamental responsibility. Only by doing this can we restore dignity, trust and full participation for all members of our workforce and, in doing so, unlock the productivity and innovation that diversity brings.
Many NHS North West organisations, including my own trust and the NHS NWLA, have committed to implementing the NHS North West Race Equity Assembly Anti-racism Framework. Fifteen NHS trusts have achieved Bronze recognition and while this is a positive step towards tackling racism in the region, the road to success is long and will require resilience, integrity and sustained commitment from leaders in the face of growing public apathy towards this issue.
I hope the articles in this issue offer insight, challenge and practical perspectives to support this work. I encourage you to engage with them openly and reflect on what more we can each do within our own organisations and spheres of influence.
The challenges are real, but so is our collective capability to overcome them. By working together across organisations, systems and communities, we will continue to improve lives and build healthier, and fairer communities for the future.
Inclusive leadership in the NHS: From personal experience to professional practice
By Lorna Krisson, Senior System Lead, 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.
Building anti‑racist leadership in the NHS: a North West perspective
By the NHS North West Race Equity Assembly
Across the NHS, conversations about race, equity and leadership are not optional; they are urgent.
For many colleagues from Black, Asian and minoritised ethnic backgrounds, the lived reality of working in the NHS continues to be shaped by unequal experiences, barriers to progression, and environments where speaking up can still feel risky.
Anti-racist leadership is therefore not a ‘nice to have’, but a core leadership responsibility if the NHS is serious about being a fair employer and delivering equitable care.
Recent data from the NHS Workforce Race Equality Standard (WRES) continues to shine a light on persistent inequalities, particularly in the North West of the UK.
Year after year, the WRES highlights disproportionate experiences of bullying and harassment, disciplinary action, and limited progression for ethnic minority staff compared to their White colleagues.
NHS North West Race Equity Assembly (Formerly NHS NW Black, Asian and Minority Ethnic Assembly)
The NHS North West Race Equity Assembly exists to support organisations and leaders to move decisively from awareness to action, strengthening race equity across the region.
A central contribution of this work is the North West Anti-Racist Framework, a practical approach that enables NHS organisations to embed anti-racism across leadership, governance and everyday practice.
From ‘non-racist’ to ‘anti-racist‘
Understanding the difference between non-racist and anti-racist leadership is essential. Anti-racism requires deliberate and sustained action to challenge systems and behaviours that create inequity.
In the context of the NHS, anti-racist leadership is critical to tackling health inequalities, ensuring equity is embedded in service design, workforce strategy, and quality improvement.
Further information
Leadership Live: Anti-Racist leadership
Leadership Live is the NHS North West Leadership Academy’s podcast, dedicated to bringing you thought leadership and insights from expert guests and those leading the North West’s health and care system.
Earlier this year, Senior System Lead, Lorna Krisson, was joined by Ayo Barley, Director of the NHS North West Race Equity Assembly, for a powerful discussion on the lived realities of racism within our health service.
Ayo traces the roots of her leadership journey back to her childhood, growing up as a mixed-race young woman in a socially deprived area of Bradford.
“I was aware from a very young age that racism exists in society. I had an awareness of my own difference and feeling marginalised, insulted and less than.”
As her career progressed, this sense of responsibility to speak up became a defining thread. While working in higher education, Ayo describes recognising the stark lack of representation:
“I was working for a university and was very aware of the lack of representation of Black colleagues. I had some conversations with colleagues and students who were also from racially minoritised backgrounds and felt that I had to speak up about it because I saw it and recognised the inequality of what I saw. That actually led to forming a network for Black minority ethnic staff, which then led to a lot of change within that particular university around acknowledging the impact of racism within the curriculum, but also in relation to people’s experience of being able to get promotions.”
Ayo highlights the enduring legacy of a workforce built on global migration, while confronting the uncomfortable realities faced by ethnic minority colleagues:
“The NHS has been around since the 1940s and a big part of the formation and foundation of the NHS was the fact that people from the Windrush generation came over here to support the NHS. And not only the Windrush generation, many other racialised communities from different parts of the globe. But sadly, our staff both then and now have experiences of racism.”
“If anyone is interested in finding out about what Black, Asian and racial minority staff are saying within their trust, do refer to the latest Workforce Race Equality Standard reports. They are very difficult reading year on year sadly, and they really highlight disparities, particularly around bullying and harassment.”
“Our racially minoritised colleagues tell us year in, year out that they are more likely to experience bullying and harassment from patients, but also from colleagues and even managers.”
“More staff from racial minorities backgrounds are coming into the NHS and we can see that we are making progress in relation to representation, but what we also see is that there isn’t an equitable path forward in terms of career progression into more senior roles.”
In reflecting on why racism persists, Ayo is clear and pragmatic:
“I think that the reason that racism prevails in the NHS is because racism prevails in society. We’re made-up of people from a wide variety of backgrounds that are all socialised in the same communities and the same societies that lead us to believe that certain groups might have certain characteristics that might lead to stereotyping, that might lead to racism or biases.”
“That’s not to say that it’s a lost issue and a lost cause, because it’s not. we see that when we actually put focused effort on naming the fact that racism exists within our organisations and committing to a long-term plan to deal with it, we can see that organisations can start to make progress.”
“We have to absolutely commit to action on it, but we also have to acknowledge that because this is such a long-standing, structural, systemic issue in society that it’s going to take time to actually see progress.”
Introducing the North West Coaching Collaborative
We are delighted to launch the North West Coaching Collaborative, a new regional partnership bringing together:
- NHS North West Leadership Academy
- North West ADASS
- North West Employers
Our shared ambition is simple but powerful: To make coaching accessible to everyone working across the North West public sector.
Why Form a Coaching Collaborative?
The North West Coaching Collaborative (NWCC) has been established in response to a clear and shared ambition across our region to build a vibrant cross‑sector coaching community that strengthens leadership, supports workforce development, and enhances the quality and reach of coaching. As public services face increasing pressure, the need for innovative, cross-sector approaches has never been greater.
There is strong evidencethat by investing in coaching we can improve service outcomes, enhance leadership capability, staff engagement, and support behaviour change.
Key Advantages
A key advantage of a collaborative is the ability to share and scale resources. Individually, the collaborative partners have developed high-quality coaching offers and frameworks. Collectively these can be expanded and accessed more widely. This reduces duplication and ensures more efficient use of resources across health, social care, and local government.
Each sector brings unique perspectives, challenges, and innovations. By creating a shared coaching community, the NWCC enables practitioners to exchange ideas, reflect, and build capability together, overall strengthening the quality and accessibility of coaching across the region.
The collaborative also plays a critical role in supporting more integrated ways of working between health, social care, and local government. Effective collaboration between these systems is essential for delivering joined-up care. By building a cross-sector community of coaches the NWCC helps to break down organisational boundaries and develop a shared language and understanding.
Our Vision
We want to create a North West where:
- Coaching is understood, valued and widely used.
- It is easy to access for everyone, at all levels.
- Leaders use coaching to improve outcomes, performance and wellbeing.
- A strong, connected coaching community drives system-wide impact.
Be part of it
Coaching is for everyone. Whether you’re looking to access coaching, develop as a coach, or embed coaching in your organisation the online Coaching and Mentoring Hub is the gateway to coaching across the region.
Through the Hub, you can:
- Register as a coach or coachee.
- Access coaching opportunities.
- Sign up for events and development sessions.
- Connect with colleagues across the North West.
- Stay up to date with insights, learning and opportunities.
If you’re a coach looking to be part of the North West Coaching Collaborative please ensure that you opt-in to the collaborative at registration. You will find this in stage 1 of the registration form, after you have selected the organisation you belong to.
5 ways leaders and managers can be better allies to neurodivergent colleagues
By Sue Osborne, Cath Brown Consultancy
Leaders and managers play a vital role in creating workplaces where neurodivergent employees can thrive. Inclusive work places are where colleagues feel respected by their peers; they feel that they belong; they feel empowered; they know their contributions are important; they are fairly rewarded for the work that they do; they are developed equally and feel able to progress in their career and that they work for a company that truly cares.
There are several practical ways leaders and managers can become stronger allies.
First, leaders should understand the breadth of neurodiversity. Neurodiversity includes autism, ADHD, dyslexia, dyspraxia, dyscalculia and co-existing conditions such as Rejection Sensitivity Dysphoria (RSD). Educating themselves about neurodiversity helps reduce misconceptions and enables a more inclusive workplace.
Second, managers should embrace flexible working practices. Neurodivergent employees may benefit from adjustments such as flexible hours, remote working options, quiet workspaces, or alternative communication methods. These accommodations can improve productivity, wellbeing, and engagement.
Third, using neuro affirming language respects identity and promotes psychological safety. Key is to check in with colleagues as to what will be most helpful e.g. written instructions / setting clear expectations / avoiding ambiguous language to ensure that everyone understands their responsibilities. Regular check-ins can create opportunities for clarification and support.
Fourth, leaders should focus on strengths rather than deficits. Neurodivergent individuals often bring unique skills, such as creativity, innovation, attention to detail, problem-solving abilities, or pattern recognition. Recognising and leveraging these strengths can enhance both individual performance and organisational success. Teams with neurodivergent roles can be 30% more productive than those without them.
Finally, managers should foster psychological safety. Employees should feel comfortable discussing their needs without fear of judgement or discrimination. Creating an environment where people can request reasonable adjustments, share feedback, and be themselves encourages trust and belonging.
By improving their knowledge, offering flexibility, communicating clearly, valuing individual strengths, and cultivating psychological safety, leaders and managers can become effective allies to neurodivergent colleagues. These actions not only support employee wellbeing but also contribute to a more inclusive, diverse, and high-performing workplace where everyone has the opportunity to succeed.
Neurodiversity in coaching is one of many essential topics explored through our Network Learning Events, part of the NHS North West Leadership Academy’s coaching and mentoring support offer.
Your Future Your Way
In 2022 North Cheshire and Mersey NHS Foundation Trust’s Organisational Development (OD) team introduced a targeted two-part leadership programme, developed to achieve equity across the organisation; Part A for senior leaders (sponsors), and Part B aimed at Band 5 & 6 ethnic minority staff, including nurses, midwives and AHPs (sponsorees). Last year the programme opened to all Band 5 and 6 ethnic minority colleagues in any role and the OD team have completed a successful 3rd cohort.
Key outcomes to date:
- 54 ethnic minority staff have achieved a Level 3 CMI accreditation.
- 43 senior leaders have supported the career development of junior colleagues by acting as a sponsor.
- 18 guest speakers/knowledge experts have supported the programme.
- 26 different departments have attended Part B of the programme.
Participant perspective
By Mohammed Masrieh, Respiratory Nurse Specialist and Your Future Your Way 3 Alumnus.
The Workforce Race Equality Standard data showed how few colleagues from Black, Asian, and Minority Ethnic backgrounds hold leadership roles across the NHS, a reality I had also observed within my own department. This inspired me to act and be part of the change I wanted to see.
Participating in the Your Future, Your Way (YFYW) programme has been one of the most rewarding experiences of my professional career. Over the past eleven months, I have grown not only in confidence and leadership but also in my understanding of how personal development can directly influence the quality of care we deliver to our patients.
When I joined the YFYW programme, I was working as a Staff Nurse within the respiratory team. My motivation for joining stemmed from a strong desire for career development and leadership growth. I wanted to gain the knowledge, insight, and practical skills needed to prepare myself for higher leadership opportunities in the NHS. I viewed this programme as a stepping stone toward future roles where I could have a greater impact on patient care, team development, and service improvement.
The YFYW sessions provided valuable tools for reflection, prioritisation, and personal growth. I learned to manage my time efficiently and to approach challenges with a problem-solving mindset.
YFYW has had a profound impact on my professional development. The programme encouraged me to believe in my capabilities and helped me to navigate new responsibilities in my specialist nurse role. I have gained greater confidence in leading change, communicating effectively, and supporting colleagues across the multidisciplinary team.
The programme has strengthened my leadership and emotional intelligence skills, and I now approach challenges with a more strategic and positive mindset.
Overcoming challenges
Throughout the programme, I faced several challenges both professionally and personally. Balancing the demands of full-time clinical work with the reflective and project-based elements of YFYW required strong discipline and organisation.
At the same time, I was undertaking the Advanced Respiratory Care Practice course, which added an academic component to my already busy schedule.
In addition, I transitioned into a new role as a Respiratory Specialist Nurse, which brought new responsibilities and expectations. Managing these changes while maintaining high standards of patient care and continuing my leadership journey through YFYW was at times demanding but ultimately very rewarding.
Through perseverance, effective time management, and the continuous support from the OD facilitators and peers, I was able to overcome these challenges.
Reflections
Looking back, the YFYW programme has been a truly transformative journey. It has empowered me to take ownership of my personal and professional development, improved my confidence as a leader, and provided a clear vision for my career path.
The experience has reaffirmed my passion for nursing and strengthened my commitment to advancing both patient care and professional excellence within the NHS.
“I have learnt a great deal from our YFYW part B recruits – particularly what motivates them and the passion they bring to the projects they deliver and the NHS.”
Sonia Davis, Head of Continuous Professional Development and Your Future Your Way Sponsor
Building trust and changing cultures: Lessons from reverse mentoring in Wigan
By Andrew Burridge, Programme Manager, North West Association of Directors of Adult Social Services
Reverse mentoring has become an increasingly powerful tool for organisations seeking to build inclusive cultures, challenge power dynamics, and create meaningful change. In Wigan, a partnership between Nicki Thomas, Strategy and Improvement Manager, and social worker Orpha Maroney, Locality Manager – MCA & DoLS, has brought this approach to life in a way that prioritises people, trust, and lived experience over process alone.
What reverse mentoring means in practice
At its core, reverse mentoring in Wigan is about senior leaders learning from more junior staff, particularly through understanding their lived experiences. It goes far beyond a simple exchange of perspectives. It creates:
- Safe spaces for honest, sometimes uncomfortable conversations.
- Opportunities to understand what it means to be from underrepresented backgrounds.
- Strong, lasting relationships that extend beyond the mentoring programme.
- A platform where both mentor and mentee can respectfully challenge one another.
- Understanding for senior leaders about the real impact of decisions on frontline staff.
The importance of trust and buy-in
Reverse mentoring works when mentors feel safe to share openly, senior leaders are genuinely receptive, and power dynamics are consciously set aside. Without this the process risks becoming tokenistic. The team emphasised that psychological safety is not optional, it is foundational.
Participants may feel nervous or apprehensive at first. Addressing this requires dedicated briefing sessions, separate preparation for mentors and mentees and reassurance that mentors are “the experts” of their own experiences. These steps helped build confidence and ensured the programme started on the right footing.
Designing reverse mentoring: more than a project plan
While project management was essential, successful reverse mentoring cannot be reduced to templates and timelines. Key elements of the Wigan approach included:
1. Careful preparation
- Extensive engagement with staff networks.
- Collaboration with HR and organisational development teams.
- Ensuring psychological support was available if difficult issues arose.
2. Thoughtful matching
Matching mentors and mentees proved to be one of the most critical success factors. Not every pairing worked perfectly, but even less successful matches provided learning and were handled with honesty and flexibility – and signed up for a second experience.
3. Ongoing support
- Regular check-ins (initially fortnightly).
- Opportunities to step back if needed.
- Peer support structures.
4. Creating the right environment
Simple but powerful practices were encouraged:
- Meeting in neutral spaces such as cafés or shadowing a person’s work.
- Removing distractions (e.g. laptops and phones).
- Using conversation tools where helpful but allowing discussions to flow naturally.
Lived experience as a catalyst for change
For Orpha, acting as a mentor was both personal and transformative. Sharing deeply personal experiences created moments of genuine connection. These conversations were not always easy but proved to be eye-opening for senior leaders and empowering for mentors. The emphasis was on authenticity: “Be organic, be unique, be different.”
Power dynamics and risk
There was acknowledgement of the risks for Black and Asian staff participating in reverse mentoring. These include feeling exposed or vulnerable when sharing personal experiences, navigating existing organisational hierarchies, and concern about how openness might be perceived.
In response the programme focused on providing clear expectations and building trust before deep conversations began. This careful approach allowed participants to engage meaningfully while reducing potential harm.
Delivering on promises: the critical success factor
One of the strongest messages from Nicki was the importance ofcredibility. Staff had previously shared experiences where leaders promised action and nothing changed. As a result, a key principle for the programme became: “If you say you are going to do something, do it.”
Impact on organisational culture
While reverse mentoring alone cannot eliminate racism or inequality, it is described as an important part of a wider system of change. In Wigan, it contributed to:
- Stronger relationships between staff and senior leaders.
- Increased confidence in raising concerns.
- More open and honest conversations across teams.
- Improved organisational responses to challenging situations.
Senior leaders, through these experiences, were better equipped to:
- Reflect on their own privilege
- Adapt their leadership styles
- Set clearer expectations for inclusive behaviour
Over time, this has helped shape a more inclusive culture grounded in mutual understanding and trust.
The experience in Wigan shows that reverse mentoring, when done well, can be far more than a professional development tool. It can act as a catalyst for deeper understanding, stronger relationships, and meaningful cultural change.
The standards we walk past are the standards we set
By Majid Hussain, Director of Equality and Inclusion, Greater Manchester Integrated Care Board, and Abid Dar, Regional Head of Inclusion and Engagement (Retention and Experience), NHS England North West
The Active Bystander Leadership Programme closes with a single line. It appears last, almost quietly, after ninety minutes of reflection, discussion and practice. It reads: ‘The standards we walk past are the standards we set.’ Six words. But they carry the full weight of what this programme is asking, of every leader who attends.
The programme is one of the named outputs of No Space for Racism, the GM Integrated Care Partnership’s anti-racism programme, launched in March 2026. It sits alongside a broader set of connected commitments across the GM system, including, the NHS Violence Prevention and Reduction Standard, the Sexual Safety Charter, and the Equality Act 2010, the legal foundation underpinning all of it. Active bystander training has been delivered in parts of Greater Manchester for some time. What this iteration seeks to do is create a more consistent, connected approach, one that reflects where we are now as a system and the expectation that inclusion is a leadership behaviour, not a HR function.
There are many compelling demands on leaders, and when asked, many leaders are confident in promoting good values and behaviours and role modelling good values and behaviours, but the Achilles heel is often challenging poor values and behaviours.
A values question as much as anything else
WRES data has told a consistent story for ten years now: Black, Asian, Minority Ethnic staff across the NHS continue to experience higher rates of harassment, bullying and discrimination, than their white colleagues. That picture has not shifted significantly, despite concerted effort, and it sits uncomfortably alongside our stated values.
At its heart, this is about people and whether we can say with confidence, every member of our workforce feels safe, valued and that they genuinely belong. A workforce where people feel they belong, is not just a fairer place to work, it is one where people bring their whole, authentic selves, deliver better care, and contribute to a culture that patients and communities can trust.
The frameworks and national standards are there to support that ambition. But the programme starts from a simpler premise: that leaders who care about the people they lead will want to act when something is wrong.
What the programme asks of leaders
The programme is built around a straightforward framework: Notice, Interpret, Assume Responsibility, Act. Four stages. Research consistently shows that harm is compounded when any one of them fails, when something goes unseen, unrecognised, minimised, normalised or seen and left to someone else. The message to leaders is that waiting is not a neutral position.
Leaders are equipped with five intervention methods, the 5Ds: Direct, Distract, Delegate, Delay, Document. Each has its place. But for senior leaders in particular, the programme places emphasis on Direct and Distract. When the most senior person in the room sees something and says nothing, they do not simply fail to act they communicate that the behaviour is acceptable and tacitly acceptable and endorsed. A direct challenge, even a brief one, changes the temperature of a room. A well-timed distraction protects the person affected and interrupts the moment without escalation. Both are within reach of every leader.
The session is also honest about what gets in the way. The barriers are named: uncertainty about whether you have read the situation correctly, concern about relationships, not knowing what to say, fear of unintended consequences and making it worse. These are recognised, entirely human responses. The programme acknowledges them and offers practical language, real scenarios and the chance to rehearse responses before they are needed. The hesitation gap is often a confidence gap, which in turn is a skills and knowledge gap.
Part of something bigger
No Space for Racism is a system commitment. The Active Bystander programme is one of the ways that commitment becomes visible, in practice not in strategy documents, but in how leaders show up in the moments that matter. Alongside the work on sexual safety, violence prevention and staff experience, it forms part of a picture of what kind of system Greater Manchester wants to be.
The standards we walk past are the standards we set. This programme is an invitation to be more intentional about which standards those are.
Find out more about the No Space for Racism campaign.
NHS North West Festival of Leadership
The NHS North West Leadership Academy is delighted to invite delegates of the 2026 Driving Race Equity Conference tothe NHS North West Festival of Leadership, taking place at The Edge in Wigan on the 22 October 2026.
The festival offers a space to connect with peers across health, care, local government and the voluntary sector, to reflect on leadership practice and explore shared challenges across our systems.
We’ll open the festival by challenging leaders to think boldly about how they thrive through complexity, uncertainty and constant change. Designed with executives in mind, this panel session equips participants to lead with clarity and impact in high-pressure environments.
In the afternoon, interactive workshops will explore the future of neighbourhood and digital leadership, alongside practical ways to turn the 10-Year Health Plan into meaningful action and measurable change.
Dedicated spaces will also bring together organisational development professionals and non-executive directors to connect, collaborate and shape the future of leadership together.
Register now on the NHS North West Leadership Academy website.