I’ve Helped Place A Significant Number Of The UK’s Hospice Senior Leaders. Here Are My 5 Key Takeaways…

Over the past two decades, I’ve had the privilege of working with a significant number of hospices in the UK. Each hospice I work with has its own unique story, but here are my five key takeaways from the past 22 years…

1. Every Organisation is Uniquely Different

One of the most striking lessons I’ve learned is that no two hospices are the same. Each hospice has its own distinct culture, values, and operational dynamics. While they may share common goals, such as providing compassionate care and support to patients and families, the way they achieve these goals can vary significantly.

For example, I once worked with Rowcroft Hospice in Devon, which needed a turnaround CEO due to financial difficulties. They recruited a candidate with a marketing background who had no prior experience in the charity sector. This candidate successfully led the organisation through a significant period of change and transformed Rowcroft Hospice into a go-to hospice known for its innovation and forward-thinking approach. More recently, I have worked with Royal Trinity Hospice, St Joseph’s Hospice and Children’s Hospice South West where all of the appointed CEOs had either healthcare or not for profit experience.

2. Getting to Know the Organisation is Imperative

To recruit effectively, I’ve found it’s essential to immerse myself in the organisation. This means spending time at the hospice, meeting with key stakeholders, and understanding the day-to-day operations. For instance, I always make it a point to visit the hospice in person, spend time with the executive leadership team, and even meet with patients and families.

This deep understanding allows me to identify candidates who not only have the necessary skills and experience but also align with the hospice’s mission and vision. It’s about becoming an extension of the organisation during the recruitment process, ensuring that the new leader will be a perfect fit.

3. Fundraising Necessity Differs Across the Board

Fundraising is a critical aspect of hospice operations, but the necessity and approach can differ from one hospice to another. Some hospices receive substantial funding from the NHS, while others rely heavily on community fundraising, major donors, and legacies. Some have very healthy reserves, whilst others struggle. For example, I have worked with hospices that receive as little as 10% of their funding from the NHS, while others receive up to 50%. Understanding these differences is vital when recruiting senior leaders. A leader who excels in fundraising for one hospice might not be as effective in another if the funding model is different. Therefore, it is essential to align the candidate’s expertise with the specific needs and approaches of the hospice.

4. An Increase In Commercial Thinking

In recent years, hospices have had to become more commercial and innovative to address funding challenges and extend their reach. This shift has influenced the type of leaders that hospices need.

Historically, hospice CEOs often came from clinical or military backgrounds. However, there is now a growing demand for leaders with commercial acumen and transformational skills. These leaders can drive innovation, improve efficiency, and help hospices navigate financial challenges. The example of Rowcroft Hospice again illustrates this point, where a leader with a commercial background was able to bring about significant positive changes.

5. Cultural Fit (Rather Than Background) is Critical

While experience and skills are important, cultural fit is paramount.

A leader’s ability to align with the hospice’s values and mission can make or break their success. This means looking beyond traditional backgrounds and focusing on how well a candidate’s personality and working style match the organisation. For instance, I always ensure that shortlisted candidates have an opportunity to get to know the organisation in a more informal way, meeting with the executive leadership team and other staff and volunteers. This helps determine whether there is a close cultural fit. By prioritising cultural fit, we can ensure that the new leader will not only be effective in their role but also contribute positively to the hospice’s environment and community.

Recruiting hospice senior leaders is a complex and nuanced process. It requires a deep understanding of each organisation’s unique characteristics, a commitment to getting to know the hospice intimately, and a focus on finding leaders who can tackle increased service demand and financial sustainability, so that the hospice sector can continue to play a vital role in the UK for years to come.

But above all, it’s about ensuring that the new leader is a perfect cultural fit, ready to lead with compassion and drive the hospice forward.

If you need any support finding your Hospice’s next leader, please get in touch with Sandra Hamovic.