As one of the 500 'king-pin wizards' (feature, pages 26-29, 29 July), I both agree and disagree with assumptions on the skills required to be a PCG chief executive, chief officer, general manager or whatever other imaginative title is bestowed upon us.
I have worked in the NHS for a long time as both a psychiatric nurse and manager.
I firmly believe that the roles described - strategist, diplomat, protector, organisational developer, resourcer, facilitator and priority setter - apply to all our colleagues, whatever their grade or position in the NHS.
I am convinced that the district nurse and general surgeon, in their own ways, both undertake the roles described by Richard Banyard.
Our life is indeed hectic at the moment, and the 'essential tasks' are very familiar.
But, in the scheme of things, our lot is no more hectic than any other hard-working health professional attempting to meet the demands placed upon them by both the government and the public.
I constantly remind my support team of the old song: 'It ain't what you do, it's the way that you do it, that's what gets results.'
I believe the real trick for us is to grasp the new agenda by maximising the input of the health workers around the board table.
For the first time we can encourage (particularly GPs from other practices) to share and support each other through the changing agenda.
If we miss that trick, then nothing viable will come of PCGs. This will not be easy. Perhaps we should recognise the need for another skill - that of a magician.
Coventry West PCG