Change NHS: A letter to the Health Secretary

The Health Secretary has announced a Public Consultation - ‘Change NHS: help build a health service fit for the future’. It is open online now but asks a fairly restrictive set of questions. I believe that NHS Staff are its most important asset; among the reforms required by the NHS, the widespread acceptance of Executive Coaching is key to supporting and developing Senior Staff. This is my letter explaining why:

‘Dear Health Secretary, 

I am writing in response to the ‘Change NHS’ consultation. Healthcare staff have never required more support; they face many challenges. I want to advise you to implement the widespread availability of Executive Coaching for Senior NHS staff. I believe, after over 40 years as an NHS professional, that Coaching is a vital tool for supporting Senior NHS Staff. Coaching significantly enhances personal, organisational and leadership development, improves staff well-being, and will ultimately contribute to better patient care. The evidence for the value of Coaching is strong.

What is Coaching?

One accepted definition of coaching is “Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential ”. By developing a confidential professional relationship between Coach and Client, it enables goal setting, clarifies ideas for change, tests potential solutions and supports their implementation.  It aims to improve the client’s outcomes, the organisation’s outcomes and patient outcomes.

Coaching is not a ‘therapy’. It is not a Mental Health intervention, CPD or Management training. It is a Science based process to assist individuals in their personal and professional development. It should be available to all staff; everyone deserves to be heard and Coaching is fundamentally a Listening exercise.

The Scientific Basis for Coaching

Executive coaching follows scientific principles drawn from psychology, organisational behaviour, and neuroscience. It uses a listening and challenging methodology to promote personal and professional growth, enhance performance, and achieve specific goals. The effectiveness of coaching has been consistently demonstrated with many studies showing positive impacts on individual effectiveness, coping skills, and goal-directed self-regulation.

Value for NHS Staff

1.     Addressing Stress and Burnout

 Senior NHS staff face unprecedented challenges, including:

- Ever increasing workloads

- Covering for absent staff and vacancies

- Pressure to reduce waiting lists

- Public disapproval of long waiting times and poor access

- Recovery from the COVID-19 pandemic

- The consequences of whistleblowing

 Coaching is a confidential listening space where senior staff can be heard, to enable them to process these stresses and develop solutions to maintain their well-being and develop their careers.

 2.     Leadership Development

 Coaching enhances leadership by:

 - Improving self-awareness and emotional intelligence

- Enhancing communication skills

- Developing better decision-making abilities

- Concentrating on growth rather than survival

 Better leadership leads to better teams; these directly improve organisational management and effectiveness

 3.     Career Focus and Motivation

 The many pressures of the Covid and post-Covid period have left staff demoralised and unsure of their future careers. Coaching helps them reconnect with their core values, motivations and career aspirations. It can help senior leaders:

 - Clarify their professional goals

- Identify opportunities for growth and development

- See opportunities for change

- Renew their sense of purpose within the NHS

- Continue to go ‘above and beyond’ for their patients

Implementation Recommendations

To ensure the success of Executive coaching program for Senior NHS staff, I strongly recommend the following:

1. Qualified Coaches: Engage certified, experienced coaches, preferably with experience of working within healthcare or relevant behavioural sciences. Research shows that qualified coaches are more effective in facilitating increases in self-awareness and job performance.

2. Confidentiality: Ensure strict confidentiality to create a safe environment for open and honest discussions. This is crucial for addressing sensitive issues and fostering trust in the coaching process.

 3. External Provision: Although there is a role for in-house Coaches, external coaches are essential to maintain objectivity and confidentiality, and will allow Senior staff to discuss organisational challenges without fear of repercussions.

 4. Evidence-Based Approach: Advocate coaching methodologies with strong support in the literature, including goal-focused and cognitive-behavioural approaches, which have been validated in the literature

 5. Outcome Measurement: Monitor the effectiveness of Coaching within the NHS by establishing assessment tools to measure the impact on leadership effectiveness, staff well-being, and where relevant, organisational performance.

 Investing in Executive coaching for senior NHS staff will equip our healthcare leaders with the tools and support they need to deal with complex challenges, lead with resilience, and drive change within the NHS. This, in turn, will contribute to a more effective, compassionate, and sustainable healthcare system for all.

 I would welcome the opportunity to discuss this proposal further and provide additional information on implementing a successful executive coaching program for the NHS.

Sincerely,

Dr Peter J Brunskill MB ChB, FRCOG.

Consultant Obstetrician & Gynaecologist, Executive Coach’

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