There are many things I like
about being retired. One of them is the possibility of living a life to a
different drum beat. For me, this often means that everything that needs to be
done, or I want to do (and sometimes happily the two things converge) gets
done, but at a much less frenetic pace. I think I’m less obsessional about
things these days as well. For example, whilst I still wake up at 5am every
morning – no alarm clock required - I no longer feel the urge to go online, or
get up straight away, and feel quite at ease enjoying a slower start. I have
even found a way to tune out the mutters of ‘some of us have to go to work,
again’ as J gets herself ready to leave for work.
Another thing I don’t do any more
is update my CV every week. Yes, I used to be fairly obsessional about keeping
it up to date. Even when there wasn’t anything to add, I would read through it
and maybe tweak it a bit here and there. Academic CVs are peculiar. For a start
they tend to be long. Mine runs to 28 pages and tells you nothing about me as a
person other than I write and publish a lot, have spoken at countless
conferences, taught, assessed and supervised the work of others, and sat on
many committees, boards and even, just once, a thought leader group!
Late last year I had to rethink
my CV. I had been approached by one of those pesky headhunters, who thought 28
pages was a lot of CV to get through. So, I rewrote it, and reduced it to just
six pages, and this time you did get to see who I was: an academic,
practitioner, manager and human being. Nevertheless, I didn’t get the job. Had
I done, I would have been able to sleep at night knowing that everything on the
CV was true, authentic and interesting. Unlike, it seems, Peter Knight. He was
the former Chief Information and Digital Officer at the Oxford University NHS
Foundation Trust. It was a Board level role, and he was paid £130,000 a year for
it. Although he was said to be good at his job, he was also a fraud, claiming
to have a Classics Degree on his CV when he didn’t.
Following an anonymous tip off, which
sparked an investigation, he resigned from his job, and last week was sentenced
to a two-year jail term and ordered to carry out 200 hours of unpaid work. I imagine he will also have to pay the trial costs and compensation for the
salary he was paid. He declared that it was the recruiting firm that had added
the line that said he had a degree. I doubt that very much and, in any event, it’s
his CV and he must have known what was in it!
It is managers like him who
frankly give managers and management a bad name in the NHS. Actually, I vehemently
dislike the term ‘management’, particularly when it’s used as noun – as wonderfully
illustrated by Hale and Pace here. And, I think, for too long, managers in the NHS
have suffered a bad press. Who doesn’t remember the New Labour (2002) cry of
turn ‘grey suits into white coats’ as a way of resolving all the problems of the
NHS? In reality, there are not enough managers in the NHS. Study after study
have shown this, yet the urban myth that there are too many managers persists
like a blood stain on a white sheet.
Back in 2018, hospitals in
England were recruiting managers at a faster rate than they were doctors and
nurses. And whilst NHS Improvement claimed there were still too few managers,
the Royal College of Nursing (RCN) called the increase ‘galling’ at the time. Perhaps they
forgot how many of their members also had a managerial role – I know, a bit controversial,
but I was once one of these folk and I think I did a fairly good job of
managing those services for which I was responsible. In 2017, the NHS was
ranked as the most safe, affordable and efficient service in the world by the
US think-tank the ‘Commonwealth Fund’. The ‘NHS Long Term Plan’ notes that for
every Great British Pound spent by the NHS, just tuppence is spent on managerial
and administrative costs. That sounds like great value to me. Well, that is, if
our managers and leaders are doing an effective job.
Given the ever-increasing
complexity of providing contemporary healthcare, effective (and yes, efficient)
managerial expertise is essential. But of course, we shouldn’t
see this as an either/or situation. We need world-class nurses, doctors and
allied healthcare professionals alongside world-class managers and leaders. If
we can combine these roles in the future, so much the better. One of the colleagues
at the University whom I most admired was a radiographer by profession, but also
a wonderful researcher and a brilliant leader – hats off to you Peter! He demonstrated
that it’s possible to be a healthcare practitioner and also deliver great
leadership and transformational management.
In the NHS, managers make up just
3% of the total workforce. Elsewhere in the UK economy, managers make up 9.5% of
the workforce. If we were able to find even just 1% of the next generation of Peters
across the NHS it would cost just £500 million, which in an annual NHS budget
of nearly £140 billion is rather a small cost. My belief is, unlike Tesco, Sainsbury
and as of last week Morrisons, all of whom have reduced or plan to reduce the
number of managers they employ, the NHS needs to invest in more, albeit infinitely
better, managers.
Last word on effective management has to go to Julian Richer.
He is the Founder and MD of Richer Sounds, the UK’s leading Hi-Fi music store. Last
week I enjoyed listening to him on the Radio 4 programme ‘You and Yours’ where
he was talking about his approach to management – which includes: no zero hours
contracts, a pay gap that favours women, job perks (for everyone) that include access
to holiday homes around the world, and a consistent donation of 15% of the profits
to charities – which last year equated to nearly £10 million. As my friend and
former colleague Umesh has said on many an occasion ‘happy staff means happy
patients’.