Building a Values-Driven Career: Lessons from Bernadette Thompson

Hannah Wade, Associate Partner, and Corinne Attwood, Senior Researcher, in our Healthcare Practice, recently sat down with Bernadette Thompson, Executive Director of Equality, Diversity and Inclusion at King’s College Hospital NHSFT.

Bernadette has had an incredibly successful career in various sectors, including banking, government, and has since joined the NHS. Here, Bernadette speaks about her career to date, adjusting to a role in the NHS, and provides some advice for those looking to move into the National Health Service.

Tell me a little bit about your career to date.

I’ve been fortunate to have a diverse career spanning the private sector in banking, as well as local government, central government, and now healthcare within the NHS. Originally, I trained as a Scientist with a background in zoology and environmental biology, but my path led me to human resources. For over 15 years, I specialised in debt management and recovery, where I improved efficiencies in public debt collection, making the process smoother and more cost-effective.

After a rewarding period in that field, I pivoted to HR, wanting to make a more direct impact on workplace culture by fostering an environment where everyone could achieve their potential. I also felt strongly about tackling biases and inequities head-on. Once I completed my HR qualifications, I advanced through various HR roles within the Civil Service, including HR Business Partner, Senior HRBP, EDI Consultant, and HR Deputy Director, focusing on wellbeing, EDI, public appointments, and Business partnering Director Generals.

Is there a role in your career that has been pivotal to your success?

One of the most impactful roles in my career was at the Ministry of Housing, where I had the privilege of working with outstanding leaders like Dame Melanie Dawes and Jeremy Pocklington. They trusted me with significant responsibilities and encouraged me to drive meaningful changes. My manager at the time, Ruth Bailey CB, challenged me with complex projects, pushing me outside my comfort zone. Leading the return of the workforce to the office after the pandemic was an enormous task that drew upon every skill I had acquired, from collaboration to trade union negotiations and delivering results at pace. I had the pleasure of working with an incredible team who made all the difference, so I must give a special shoutout to Sean Davin, Sanchia Brown, Abigail Lundie, Rahima Raman, Ade Akande and Sue.

Have you had any mentors, formally or informally, during your career?

I’ve been incredibly lucky to have had a broad support network of mentors, sponsors, accountability partners, and cheerleaders who have influenced my path. This group includes both formal and informal relationships, with people who’ve had a profound impact on my career. I am grateful to Rupert McNeil, the late Sir Jeremy Heywood, John Manzoni, Cheryl Avery, Dianne Caddle, Jaspal Roopra, Rob Neil OBE, Samantha Ming, Rose Odudu, Oludade Alade, Rt Hon Jacqui Smith, Ajit Abraham, Funmi Onamusi, Gbemisola Adedipe, Bola Olagbegi, Lola Olojo, Christiana Adekunle, Cherron Inko-Tariah, and Cathy Francis. Each of them has played a unique role in my journey, whether by offering encouragement, stretching my abilities, or providing timely feedback and opportunities.

What is the best piece of advice you’ve received, and how has it shaped you as a leader?

The most valuable advice I’ve received is that as a leader, your people should always be your top priority. Never let them feel secondary. Another crucial insight came when I moved to the board level: here, success is about managing relationships, not just proving your capabilities. These lessons have guided my approach as a leader, instilling a focus on empathy, authenticity, and trust. I make it a priority to understand the unspoken culture within an organisation and tailor my approach to connect effectively with everyone, from the front line to the boardroom.

What drew you to the NHS, and which of your skills have been most transferable?

Post-Covid, I was deeply moved by the NHS’s resilience, but this also brought to light the cultural challenges. Around the same time, a cabinet reshuffle brought new ministers with shifting priorities in EDI, which led me to look for fresh challenges. The NHS felt like the right place to continue my work in a values-driven way, aligned with my principles. It was daunting to leave the Civil Service after 23 years, and I admit I had some initial doubts. But nearly three years on, I’ve found my footing, built a strong network, and am thriving in this NHS board role.

What advice would you give to someone considering their first role in the NHS, and what do you wish you’d known beforehand?

I would advise doing a thorough study of NHS terminology, its organisational structures, and the distinctions between the various NHS arms, such as NHS Employers, Providers, and the Confederation. Familiarity with the types of trusts—whether acute, foundation, or mental health—is key, as are understanding the grading structures for clinical and non-clinical staff. I initially found that some job titles don’t directly align with similar roles in the Civil Service, which required some adaptation. However, just under three years in, I’ve made a significant impact locally and nationally, and I’m proud of the contributions I’ve been able to make in such a short time.

If you are looking to progress your career within the Healthcare sector, do not hesitate to speak to our NHS Healthcare Practice. You can contact Corinne Attwood, or Hannah Wade via their pages.