The Next GenCast
Episode 19. Backstage with: Dame Clare Gerada
Our guest this week is Prof Dame Clare Gerada, probably known to many of you- in fact she’s been called the most well-known GP in Britain.She’s currently Medical Director of NHS Practitioner Health (a service for doctors and dentists with mental health problems), Chair of a charity called Doctors in Distress, and Co-Chair of the NHS Assembly.Clare has just passed her 31-year mile stone working in the same GP practice in South London. She began working there after first training in psychiatry at the Maudsley Hospital (where incidentally she met her husband, Prof Sir Simon Wessely).Clare has worked at the interface between mental health and primary care ever since, with a special interest in the care of substance misusers, the homeless, doctors with mental health problems, and now gamblers. For the last decade she has led the largest physician health service in Europe, and to date the service has had over 15,000 doctors and dentists with mental illness present to it. Clare was Chair of the Royal College of General Practitioners between 2011-2013, only the second women in its history to be at the helm, and during which time she famously spoke up against the implementation of the 2012 Health and Social Care Act.She was awarded a Damehood in 2020 for services to general practice.We talked about all of this and plenty more, including:*Highlights:Her early influences (4 mins)Being a child of immigrant parents (6.5 mins)Early leadership experience with substance misusers (10 mins)The job of leadership (14 mins)Speaking up against the Health and Social Care Act in 2012 (18 mins)What she might have done differently at the time (20 mins)The role of the RCGP in politics (22 mins)How she has stayed so influential (23.5 mins)Speaking in the media (and her biggest gaffs) (25 mins)Being a "subtle self publicist" (27 mins)The perils of social media (29.5 mins)Looking after her own mental health (31.5 mins)Managing life at home, and her regrets (35 mins)Being married to Sir Simon Wessely (38 mins)Managing a portfolio of roles (41 mins)Her future ambitions (43.5 mins)Quickfire round: including her favourite Health Secretary, what she thinks of Simon Stevens, and her top tips for new leaders (45 mins)*ResourcesPractitioner Health Programme (PHP) for doctors and dentists with mental health problemsClare's recent BMJ article: Tips on Survivng LeadershipBook recommendation: NHS SOSNetflix recommendation: Arrested Development*Social media:@claregerada@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletinhttps://nextgenerationgp.co.uk/
Episode 18. Backstage with: Sir John Timpson.
My guest this week is Sir John TImpson, Chairman and owner of Timpson. Yes of Timpsons, the high street shop where we, our parents and perhaps our grandparents have gone to have shoes repaired, keys cut or in my case have holes punched in shoe and watch straps because they are always too big!John Timpson was born in 1943 and was educated at Oundle and Nottingham University. The Timpson family business, founded by Sir John’s great grandfather in the 1860’s, was taken over in 1973, but 10 years later Sir John led a £42m management buyout.In 1987 he sold the shoe shops and concentrated on building the shoe repairing and key cutting business.Timpson now has over 2000 branches nationwide, including the Max Spielmann, Johnsons the Cleaners and Snappy Snaps brands. In 2001, The Sunday Times list of best companies to work for had Timpson in 4th place - the highest placed retailer and the highest placed UK owned company. Many observers can't understand how a firm of shoe repairers can keep its staff happier than some of Britain's richest companies.The answer lies with the chairman of Timpson and his no-nonsense approach to management.John has ensured they do more than cut keys- they also have a culture of cutting out policy and processes so people can do the job to the best of their ability, and they embody some of the most progressive thinking in the business world. That ethos is even more remarkable when you learn that around 12% of their employees are ex-convicts.If looking after more than 2000 Timpson shops wasn’t enough, Sir John also fostered over 90 children with his late wife Alex, and used what he learnt about attachment to influence the way he looked after his staff.He was appointedCBE in 2004 for services to the retail sector, and wasknightedin the 2017 Birthday Honours for services to business and fostering.We talked about all of this, and plenty more: *Highlights:His early journey (4 mins)"Upside-down management" (5.5 mins)What the culture looks like in practice (7.5 mins)Giving staff autonomy on the front line (15 mins)Why they have a 'Director of Happiness' (19 mins)Looking after staff mental health and wellbeing (21 mins)The Timpson recruitment strategy (26 mins)Performance mangement and the 'Happy Index' (29 mins)Recruiting from prison (34.5 mins)His reflections from fostering over 90 children (39.5 mins)What the NHS can learn from the Timpson culture (43 mins)A book, a role model, and top tips (45 mins)*Social media:John's son often tweets about the company values and progress- @JamesTCobbler@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 17. Backstage with: Dame Barbara Hakin
Dame Barbara Hakin’s immense personal contribution to the NHS has spanned four decades – as a clinician, manager and national leader.During her long career she has worked as a GP for 20 years before taking up her first management role in the NHS, first as a Primary Care Trust Chief Executive in Bradford and then as a Strategic Health Authority Chief Executive in the East Midlands.She went on to become National Director of Commissioning Operations and Deputy Chief Executive at NHS England, where she helped oversee the establishment of CCGs. Described as Sir David Nicholson’s right-hand woman and a forthright and skilled operator, she has often been depicted as the most influential woman in the NHS during her time there. In this conversation Barbara provides a fascinating overview of how primary care has evolved over time, as well as advice on leading effectively as the shortest person in most rooms, whether clinical credibility matters, and influencing politicians.Side note: Given the number of three letter acronyms mentioned, you might find this historical overview and this one useful to look at alongside the conversation. The King's Fund also has some great animations and explainers which might help. Please see a summary of the terms she mentions below too in case it's helpful. *Highlights:Her early journey (3 mins)Work life balance (6 mins)Remaining a doctor and being in management roles (10 mins)Her first experiences of NHS management (16 mins)Being an influencer (21 mins)Having presence and making your voice heard (24 mins)Journey to helping to set up NHS England (28 mins)Imposter syndrome (33 mins)The Health and Social Care Act, and Andrew Lansley (34 mins)Advice on working with politicians (38 mins)Her favourite health minister (41 mins)Her view on integrated care systems and the trajectory of primary care (42.5 mins)Future challenges for primary care post-Covid (48 mins)Final 3 questions - a leader, a book, and top tips (51 mins)*Social media:@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin*EXTRAS========Here are some explanations of the terms Dame Hakin uses:Commissioning:the process by which health and care services are planned, purchased and monitored.Fundholding: In 1991, the Conservatives introduced thepurchaser/provider split.Health authorities began to commission (buy) care, and GP fundholding was introduced. Under GP fundholding, GPs held real budgets with which they purchased primarily non-urgent elective and community care for patients; they had the right to keep any savings and had the freedom to deliver new services. Fundholding was not compulsory and applicants initially had to meet a number of criteria to enter into the scheme. Smaller practices could group together to form fundholding consortia.PCGs and PCTs: Fundholding and family health authorities were replaced in 1999 with 481primary care groups (PCGs).In 2000 the government announced that PCGs would becomeprimary care trusts (PCTs).PCTs were managed by a team ofexecutive directorsheaded by achief executive.PEC: Other board members of the PCT included the chair of theprofessional executive committee (PEC).This waselected from local GPs, community nurses,pharmacists.Broadly speaking, PECs provided a clinical viewpoint on the strategy and operations of the PCT.SHA:In 2002, groups of health authorities were formed calledStrategic Health Authorities (SHAs).These were responsible for developing and improving health services in their local area, ensuring quality, measuring performance, and making sure that national priorities were integrated into local plans.2012 Health and Social Care Act:In 2012, the 10 SHAs and the 152 Primary Care Trusts which looked after services at a local level, were replaced byNHS Englandand more than 200Clinical Commissioning Groups. The proposals were primarily the result of policies of the then Secretary of State for Health,Andrew LansleyICS:TheseIntegrated care systems (ICSs)are a key part of theNHS long-term plan, and are intended to bring about major changes in how health and care services are planned, paid for and delivered.ICSs are partnerships that bring together providers and commissioners of NHS services across a geographical area with local authorities and other local partners, to collectively plan and integrate care to meet the needs of their population. In November 2020, NHS England and NHS Improvement publishedIntegrating care: next steps to building strong and effective integrated care systems across England, which Barbara references towards the end of the podcast.
Episode 16. Backstage with Laura Neilson.
I've been really excited to do this episode for a while now. Dr Laura Neilson invariably moves our Next Gen audiences to tears and sparks standing ovations, because of her incredibly powerful story of influencing health inequalities from when she was only a medical student. Laura is the CEO of Hope Citadel Healthcare CIC, and a director of the Focused Care CIC - a unique approach to managing vulnerable patients in areas of deprivation. She founded Hope Citadel whilst shewas a medical student living on a council estate in Oldham. She noticed the inequality in healthcare for the poorest, seeing the "inverse care law" in stark reality, and decided that it was possible to make a difference – so she set up a GP practice. Hope Citadel now run 11 GP practices in some of the most hard-pressed areas of Greater Manchester, aiming to provide whole-person healthcare to all.Laura is passionate about tackling health inequalities andbreaking down barriers to universal services.In 2016, Laura was recognised as a remarkable leader in healthcare when she was awarded the HSJ Rising Star award.In this conversation she tells me about her journey to setting up Hope Citadel, where she found the courage to influence health inequalities as a medical student, and her views on the role of doctors in social justice.*Highlights:Her early influences (3 mins)'Noticing the gap' (7 mins)Digging deep and finding courage (9 mins)Setting up Hope Citadel (13 mins)Stories that made her stop (19 mins)Going to too many funerals (21 mins)"Focused care" (23.5 mins)Quality improvement vs playing (26.5 mins)Being told she couldn't do it (28 mins)Feeling out of her depth (30.5 mins)Learning how to lead (33 mins)Feeling overwhelmed tackling health inequalities (37 mins)Lessons from Covid for society (39mins)The role of doctors in social justice (41.5 mins)Her vision for her patients (43 mins)What can we do? (45 mins)Sustaining her energy (48 mins)Final 3 questions - a leader, a book, and top tips (50 mins)*Resources:Focused careBrene Brown's Dare to Lead book and the podcast on SpotifyHealth Equity in England- the Marmot Review 10 years onMore about Aidan Halligan, who was an inspirational leadership figure for many people *Social media:@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 15. Backstage with: David Richmond
After our last episode with Rachel Steen who is just embarking on her career as a qualified GP, for Episode 15 we spoke to someone retired from clinical practice, with decades of experience in clinical leadership to draw upom. This conversation is with Dr David Richmond, who is currently a Non-Executive Director at Birmingham Women and Children’s NHS Foundation Trust.David was Medical Director at Liverpool Women's Hospital for 25 years, and was involved with the Royal College of Obstetricians and Gynaecologists (RCOG) for 20 years. This culminated in becoming the Vice President (Clinical Quality) and then President of the College. Here, he was instrumental in delivering the first national outcome report for maternity which is now the National Maternal and Perinatal Audit programme. His clinical specialty was that of Urogynaecology. As Chair of the Audit Committee of the British Society of Urogynaecology (BSUG) he developed the national BSUG surgical database with others. He retired from NHS clinical practice in 2017.In this conversation David reflects on his decades of experience as a clinical leader, including: *Highlights:His leadership journey (3.5 mins)Overcoming self doubt (6 mins)Balancing clinical and leadership roles (7.5 mins)Challenges he faced as President of the College (12.5 mins)His work on reducing perinatal mortality (14 mins)Lessons from working with politicians (19 mins)Balancing life at home (27 mins)A recommended book and person (30 mins)Top tips for new leaders (32.5 mins)*Resources:Recommended book: Winning by Clive Woodward*Social media:@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 14. Backstage with Rachel Steen.
Our third episode of 2021 is with Dr Rachel Steen, who is a newly qualified GP in Sheffield with a passion for health inequalities. She is right at the start of her leadership journey, and a great example of someone who has transformed her perception of what leadership is, tackled her own imposter syndrome, and found the courage to make changes within her sphere.Rachel is the leader of the Trailblazer GP scheme, supporting GPs working in areas of deprivation across Yorkshire and Humber. She also sits on the RCGP Health Inequalities Standing Group, and is part of a group of GPs who have created a website called Fairhealth- a fantastic educational resource for health professionals on health equity. As part of this, she started her own podcast (Finding fairhealth) interviewing inspiring colleagues who share some of the challenges and solutions they've encountered in tackling health inequity.*Highlights:Who she is (3.5 mins)Start of her leadership journey (5.5 mins)Growing in confidence (11.5 mins)The Trailblazer scheme (15 mins)Lessons from her podcast (17 mins)The importance of GPs in managing health inequalities (20.5 mins)Life's curveballs (24 mins)A recommended book and person (26.5 mins)Top tips for new leaders (29.5 mins)*Resources:Recommended paper: Reduing Health Inequalities: system, scale and sustainabilityRecommended book: The Boy, the Mole and the FoxMichael Marmot's booksRachel's podcast: Finding Fairhealth*Social media:@rmsteen@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 13. Backstage with Martin McShane.
Our second episode of 2021 is with Dr Martin McShane.Martin is currently Chief Medical Officer at Optum, with over three decades of NHS experience in both frontline clinical services and management. He trained as a general and vascular surgeon, and then became a GP partner in an ex-mining community in Derbyshire.In the early part of his career, he acquired substantial commissioning and executive management experience through fundholding, clinical chairmanship in commissioning organisations and as a PCT Chief Executive and Director. He then worked at a national level on the National Patient Safety Forum and as National Domain Director for Enhancing the Quality of Life for People with Long Term Conditions for NHS England.It was a pleasure to speak to Martin, and share some of the fantastic leadership advice he gave me a few years ago that I've found really helpful. *Highlights:Who he really is (3 mins)Learning from failure (6.5 mins)A life-changing event which turned him to general practice (12 mins)When he felt he became a leader (15.5 mins)Working at NHSE (20 mins)The power of coaching (21 mins)Feeling out of depth (26 mins)Moving to Optum and what he's learnt there (30 mins)The role of luck (35 mins)Final 3 questions- an article, a role model, and top tips (38 mins)*Resources:Obama on BBC soundsObama's new book Nancy Kline: Time to Think *Social media:@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 12. Backstage with Imogen Staveley
Happy New Year!Our first episode of 2021 is with a young GP and rising star Dr Imogen Staveley.Imogen is newly qualified, having only been a GP for 6 years- but what she has achieved in that time is quite remarkable. She is a GP appraiser, Deputy Chair of Warwickshire North CCG, and a clinical lead in the Transforming Primary Care team of The Healthy London Partnership. She also recently graduated with an MBA from Warwick Business School (with distinction!). Before this, she completed a 'Darzi' leadership fellowship at UCLPartners. Aspiring GP leaders at Next Gen events often ask, amongst other things: how to find new leadership opportunities, what makes a good mentor and how to get one, and how to grapple with that sense of "imposter syndrome" that can affect us all too often early on in our leadership journeys. This podcast is for anyone who'd like some honest answers to those pertinent questions. I was delighted when Imogen agreed to come on the podcast, because I've always admired her drive, her confidence in stretching herself, her ability to plan ahead, her honesty in getting things wrong, and her commitment to investing in herself and to others coming up behind her.*Highlights:Start of her leadership journey and current roles (5 mins)How she has planned her career (9.5 mins)Doing an MBA (11 mins)The importance of coaching and mentoring, and how to find one (13 mins)Not getting opportunities (19 mins)Being a new mum (21 mins)Navigating the return to work after maternity leave (23 mins)Being a part time portfolio GP (30 mins)Future career plans (33 mins)Final 3 questions- an article, a role model, and top tips (35 mins)*Resources:Article recommendation: What is value in healthcare?*Social media:@ImogenStaveley@NextGGP/@nishmanek*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletin
Episode 11. Backstage with: Sarah-Jane Marsh
Our *Christmas special* is a fireside chat with the wonderful Sarah-Jane Marsh, CEO of Birmingham Women's and Children's Hospital. Sarah-Jane joined the NHS via the Graduate Management Scheme. Appointed Chief Operating Officer at Birmingham Children’s Hospital in December 2007, and Chief Executive just over a year later, whilst still only 32, the Trust has been under her leadership for 12 years andwas named ‘Provider Trust of the Year’ by the Health Service Journal in 2015, and rated Outstanding by the CQC in February 2017.In 2015, Sarah-Jane took on the additional role of Chief Executive of Birmingham Women’s, before going on to integrate the two Trusts to create the first Women’s and Children’s NHS Foundation Trust in Europe in little more than 18 months.In 2016, Sarah-Jane was asked to head-up the NHS England Maternity Transformation Programme,which aims to make maternitycare across England safer, and more personalised.More recently, she was asked by the Government to lead the testing aspect of their Covid-19 'Test and Trace' programme. In this episode, Sarah-Jane talks candidly about her recent experience working for the Government, reflects on how she coped when her resilience hit rock bottom, and shares some of the lessons she's learnt on her leadership journey so far...*Highlights:What it was like being asked to lead for 'Test and Trace' (3 mins)Managing life at home alongside that responsibility (6.5 mins)Lessons learnt from that role (11.5 mins)How her resilience hit rock bottom (13 mins)Her journey to CEO (19 mins)Managing imposter syndrome (23 mins)Her proudest moments (27 mins)What she'd like to achieve over the next 10 years (30 mins)How she balances being a mum (34 mins)How she copes with abuse on Twitter (40 mins)Her final recommended resources, role model, and top tips fo new leaders (42 mins)*Resources:Jess Phillips' first book that Sarah-Jane mentions when she talks about imposter syndromeOur podcast episode with Sir Bruce Keogh, Sarah-Jane's Chairman at Birmingham Women's and Children's Hospital*Social media:@BWCHBoss@NextGGP*Subscribe to the Next Gen GP monthly bulletin to keep in the loop about future webinars, podcast episodes, and our virtual programmes:bit.ly/NGGPbulletinWishing you all a safe and happy Christmas, and we will be back in 2021!