There are lots of different styles of clinical leadership, for example transactional, transformational or situational. There are also lots of roles undertaken by clinical leaders, such as medical director, chief clinical information officer or chief nurse at a clinical commissioning group. Sustainability and transformation plans are gaining pace, talk of accountable care systems is rising from murmurings in policy circles to organisations outside of those circles and clinical commissioning groups are merging. These are all signs that 'places' are getting bigger but also that the definition of where 'places' are is becoming more fluid and therefore less predictable.
There is a long running joke in my family that I don't like change. It's true, I don't (the irony of having to make four major geographical locations over 8 years working in the NHS hasn't been lost on me). Change is hard, especially when it isn't on your own terms.
In part of my role, I work with the HS. Accelerator and the Department for International Trade to help health technology startups grow abroad. This involves overcoming myriad barriers and obstacles that prevent change being effective, if happening at all. It's not for no reason that adoption of innovations at scale takes around 17 years.
Think back to the day it started. The day you realised that life would never be quite the same again. I imagine nothing quite prepared you for that moment. Maybe it was planned. Maybe it was suddenly thrown upon you. Or maybe you just realised now was as good a time as any.
At first, it might have felt like you were furiously treading water. And then one day, you realised you were simply doing it, the parenting thing. There was even the odd day when you’d congratulate yourself on just about nailing it. And then your children would pass into a new decade, or life would throw a new curve ball, and it would feel like that first day all over again.