A personal narrative from an NHS employee ILM event

Executive Medical Director of Sussex Partnership NHS Foundation Trust Clinical Adviser for Mental Health to South East Coast Strategic Health Authority.

 Black African  UK born, raised in Nigeria  Husband- second timer!  Father- 4 month old son  ENTP[Myers Briggs]  Liverpool supporter  Talkative  Interested in analysis and theorising  Sociologically orientated psychiatrist

Self awareness I like talking I like ideas I prefer the big picture I can over theorise I get along with people fairly well I can argue my point Social awareness I have a fairly good radar I understand perspectives I can be seen as over intellectual I can be seen as too nice I am fairly well trusted Self management I walk a fine line I sometimes have to stop myself talking I have to control my irritation sometimes I try to be fair I am learning to listen more Relationship management I try to work on building trust I prefer to be direct but sensitively I try to be accessible and straightforward I try to be a consensus builder

Executive Medical Director[2010] Associate-Deputy Medical Director [ ] Clinical Manager [ ]

 What did I do when the boss had to step down and I was asked to act up at very short notice?  [Leadership depends on an ability to call forth authentic action in response to the issues it identifies ] Bob Terry.

 How did I balance the competing imperatives of organisational citizenship/leadership versus empathy and support for a colleague facing a hard time in the very same organisation?

 For me?  For organisation?  For former boss?

 Future proofing my authenticity  Dealing with the lessons learnt  Developing as a leader.

 Identifying and expressing genuine feeling.  Welcoming every opportunity to increase awareness of self and ones effect on others.  Acting from a deep sense of purpose and meaning that generates impeccable integrity  Facing our fear and having the courage to move to through the fear to a deeper truth and power [Chris Mathe]