Leadership vacancies in the NHS

Senior NHS leaders enjoy highly rewarding but increasingly challenging roles. Our latest report on leadership vacancies highlights the cocktail of financial and operational challenges they face and the pressures caused by the unrelenting media and political attention on the NHS.

Despite the positive press around NHS 70, this often sees leaders portrayed negatively, particularly those from managerial rather than clinical backgrounds. 

It’s not all bad news. The average tenure for a trust CEO is up to three years from two and a half in 2014. But this is still too short and the turnover in the executive director posts we looked at is very concerning given the link between trust performance and leadership tenure. 

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Comments

John Kapp

Position
director,
Organisation
SECTCo
Comment date
23 July 2018

Well done, Kingsfund, for again exposing bad news, that nobody wants to hear, but we must, if the NHS is to survive. A million of us in England go to the doctor (primary care) every day to be cured of our distressing conditions, but the only remedy provided is drugs which don't even claim to cure, but only relieve our symptoms. However, they have harmful side effects, making them toxic, and addictive, creating Long Term Patients, condemned to keep coming back in a revolving door. I show in 'Who's killing the NHS?' (9.129 of www.reginaldkapp.org) that it is this harm that is the root cause of the sudden mass-exodus of GPs, and you show that this toxicity has also infected senior managers.
The solution is to detoxify the NHS by councillors on Health and Wellbeing Boards calling their Clinical Commissioning Groups to account to mass commission NICE recommended talking therapies, and decommission harmful drugs under a policy of 'medication to meditation'.

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