All articles by Naomi Chambers
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CommentSystem leadership is a good thing, but we don't really know how it should work
Naomi Chambers and colleagues discuss the activities that should feed into and come before acting on the Messenger report’s recommendation for a single set of unified core leadership and management standards for managers, and associated training and development programmes
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CommentWhy doesn’t patient-centred care happen in the NHS?
A large gap remains between the rhetoric and the reality of patient-centred care in the NHS. Why does this happen, what does it feel like when it goes wrong, and, most importantly, what can be done about it, ask Naomi Chambers and Jeremy Taylor in their new book
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CommentRevealed: How NHS boards operated during the first covid peak
Prevailing board leadership behaviours are amplified during the protracted NHS emergency, write Ann Highton, Gillian Conway and Naomi Chambers
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CommentHow to survive as an NHS chief executive
An ongoing research study seeks to identify how CEOs in the NHS develop and maintain personal resilience, and the attitudes and behaviours that lead to professional longevity, say Professor Naomi Chambers and Professor Mark Exworthy
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CommentNHS boards are too often 'another country'
Naomi Chambers discusses the obervations and findings of a study which examined 43 NHS board meetings in England and Wales
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CommentBoard leadership in the wake of Francis: challenges, changes and achievements
Revealing the true impact of the Francis Report
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HSJ KnowledgeOpen book accounting can lead to a more honest NHS
Forging more honest debate about costs
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HSJ KnowledgeWhat German businesses can teach FT governors
Developing the role of foundation trust governors and boards
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HSJ KnowledgeFlying high: how organisations can aim for top performance
An ambitious study has set out to discover what makes high performing organisations fly above the rest. Naomi Chambers and colleagues reveal their findings.
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HSJ KnowledgeWhy NHS boards might be missing out on opportunities to act
A study of NHS staff using the Myers Brggs Type Indicator to undersand how people make decisions has revealed that NHS boards could be missing people with the inclination to truly innovate, and the drive to take action. Julian Bond and Naomi Chambers explain.
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HSJ KnowledgeBoard brilliance revealed: study into top performing boards finds 19 top organisations
Comparing the best and the not quite so good reveals some of what makes an NHS organisation’s board highly effective, say Naomi Chambers and Alison Pryce, with Manchester Business School PhD students Yanchao Li and Petra Poljsak.
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Naomi Chambers on NHS boards and talent management
Following a report from Cambridge University's Judge Business School, NHS chief executives are being urged to spend more time - up to one day a week - on developing future leaders.
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Naomi Chambers on NHS lessons from the private sector
Public sector organisations are frequently exhorted to raise their game by borrowing from approaches used in the business world.How can non-executive directors on NHS boards make sense of their role in today's uncertain climate?
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Naomi Chambers on NHS boards and organisational performance
As the Healthcare Commission's annual health check comes to a close, after congratulatory notes are received, press releases carefully crafted, protests lodged, or wounds licked in private, how often do boards ask themselves: what part have we played in our organisation's performance this year?
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Naomi Chambers on health and education
With all the emphasis on world class commissioning, it is important to remember that primary care trust boards are tasked with improving the health of the population they serve, not just with the delivery of healthcare.
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Naomi Chambers on grumpy boards
With Lord Darzi's review of the NHS casting an uncertain light on the role of boards, some members might be forgiven for becoming tetchy, mistrustful, grumbling souls who always seem to be on the defensive