Preview A Guide to Medical Leadership & the NHS 2020-21 [PREVIEW] A Guide to Medical Leadership & the NHS | Page 9

In the foreword of NHS England’s 2014 booklet ‘Understanding the New NHS’, Professor
Sir Bruce Keogh, who was National Medical Director at the time, eloquently described
the importance of doctors playing an active part in challenging and engaging to shape
the future. He also recommended the first key step required to achieve this. From an
early position where he felt that “management” was someone else’s responsibility, Sir
Bruce eventually realised, “If I really cared about how well patients were treated then I
had a moral and professional responsibility to understand the system in which I
practised.” He emphasised, “Young, enthusiastic clinicians can add significant insight
into our biggest healthcare challenges, but unless you know how to channel this
enthusiasm and how the system works, nothing will happen.” He ended by encouraging
doctors “to empower yourself and your colleagues to get to know how the NHS works
and really make it your own.”
Sir Bruce has long since stepped down from his role and he was representing NHS
England when he made these statements. However, his words should resonate with
clinicians of every discipline in all four corners of the UK - and indeed beyond. Spoken in
2014, the relevance of his observation is timeless.
Ideally, everyone shares this “moral and professional responsibility”. Senior doctors and
leaders should bear this in mind when considering the development of their junior
colleagues. At Oxford Medical Training we emphasise the need to see beyond scientific,
technical and clinical expertise. It’s important to support development across all aspects
of practice. This idea is a regular topic of discussion during our various Teach the
Teacher, Communication, Interview preparation, Medical Leadership and Management
Courses.
Understanding who’s who, who does what, where, how, when and why takes both time
and deliberate effort. Such awareness is a vital enabler for clinicians to play their
essential part in shaping the future of the NHS. The encouraging support of a senior
colleague who is skilled at passing on knowledge and enthusiasm can be invaluable for
this. You may or may not be or have access to such a person. Maybe you could fulfil
this role for others in the future?
8