Frontline to Boardroom: The Road to Executive Leadership in the NHS

We were delighted to host a lunch and learn session, for upcoming NHS Executive Directors. We welcomed Ben Browne, Chief People Officer, North London NHS Foundation Trust, Leanne Cooper, Chief Operating Officer, Airedale NHS Foundation Trust, and Chris Evans, Chief Operating Officer and Deputy chief Executive, Mid Yorkshire Teaching NHS Trust, as panel members, to discuss their journey to securing an Executive leadership role within the NHS, providing guidance and advice on how to prepare for the next step in your career. A summary of our findings are detailed below.

1. Leading Yourself Before Leading Others

Before stepping into a leadership role, it’s essential to build self-confidence and overcome obstacles like imposter syndrome, particularly for individuals from underrepresented backgrounds. The way others perceive you shifts once you take on leadership—your words and actions carry greater significance. Striking a balance between authenticity and adapting to executive leadership expectations can be challenging, but staying true to your values is key to long-term success.

2. Breadth of Experience Enhances Leadership Capability

Leadership is strengthened by diverse experiences across industries, sectors, and regions. Moving between public, private, and academic fields builds resilience and broadens perspective. Exposure to different organisational cultures fosters adaptability, while stepping outside your comfort zone—such as transitioning from finance to operations—can unlock unexpected growth opportunities.

3. The Power of Networks and Mentorship

Great leaders don’t rise alone. Cultivating professional relationships across sectors and geographies provides support and opens new doors. Mentors offer invaluable advice during career transitions and challenging periods, while safe spaces and peer support networks contribute to resilience and self-reflection.

4. Embrace Discomfort and Learn from Failure

Growth often comes from stepping beyond what feels comfortable. Mistakes are inevitable—but they’re also essential for development. The ability to reflect, learn, and adapt is what distinguishes strong leaders. Embracing discomfort and viewing setbacks as learning opportunities fosters a mindset of continuous improvement.

5. Change Leadership Is About People, Not Just Processes

Leading change effectively requires more than technical solutions—it demands a deep understanding of people. Transparency and clear communication ensure teams grasp the “why” behind change. Prioritising culture, behaviours, and emotional intelligence fosters environments where individuals feel safe, heard, and motivated to adapt.

Leadership is a continuous journey. By leading yourself first, gaining diverse experience, leveraging networks, embracing discomfort, and focusing on people-driven change, you can cultivate a leadership style that is both impactful and sustainable.

For more information on NHS leadership positions, to hear about upcoming events, or to discuss your career, please contact Corinne Attwood – corinne.attwood@berwickpartners.co.uk.