Ken Jarrold
Ken Jarrold CBE is a writer and speaker with an interest in ethics, leadership and management, the NHS, health, social care, the third sector, politics, current affairs and history.
Ken did consultancy with the NHS, mainly coaching, from 2006 to 2022, first with Dearden and then as Director of Other People’s Shoes Ltd.
Ken was Chair of the Council of Governors and the Board of Directors of the Cumbria, Northumberland, Tyne, and Wear NHS Foundation Trust from 2018 to 2023, Patron of the NHS Retirement Fellowship from 2007 to 2022, and a Patron of the Cavell Nurses Trust from 2008 to 2022. Ken was Chair of the Government’s Pharmacy Rebalancing Programme Board from 2013 to 2020, Chair of Brighter Futures of Stoke on Trent from June 2016 to May 2018, Chair of the North Staffordshire Combined Healthcare NHS Trust from December 2011 to March 2016 and Chair of the County Durham Economic Partnership from 2006 to 2012. Ken was Chair of the Pharmacy Regulation and Leadership Oversight Group [PRLOG] from 2007 to 2009. PRLOG’s job was to oversee the establishment of the first General Pharmaceutical Council. Ken was a Non-Executive Director of the Serious Organised Crime Agency from 2005 to 2009 and a member of the Board of the Child Exploitation online Protection Centre [CEOP] and Chair of the CEOP Relationship Management Committee from 2009 to 2012. Ken was an NHS Manager for 36 years.
Ken joined the NHS in 1969 as a National Administrative Trainee having been awarded a 1st Class Honours Degree in History at Cambridge University and having been President of the Cambridge Union Society. During his time as an NHS manager Ken was Director of Human Resources and Deputy to the Chief Executive of the NHS in England for three years and a Chief Executive of District, Regional and Strategic Health Authorities for 20 years. Ken held many national roles including President of the Institute of Healthcare Management, Chairman of the Working Group that produced the Code of Conduct for NHS Managers, of the Group that produced the learning materials for Managing Health and Social Services and of the National Reference Group on Health Inequalities. Ken has been an Honorary Professor of Durham, York and Salford Universities. Ken is an Honorary Doctor of the Open University.
Ken’s first book “Other People’s Shoes: 40 questions for leaders and managers” was published in 2018 and is available on Amazon. Ken’s other publications include, “Servants and Leaders” Fourth York Symposium on Health University of York 1998, “Challenges for Health Services in the 1990s” University of Southampton 1990, “Minding Our Own Business: healing division in the health service” NAHAT 1995, a chapter in Health Care Systems in Canada and the UK: can they deliver edited by Kenneth Lee 1994 and many articles in the Health Service Journal and the Hospital and Health Services Review.
CommentThe surgeon called me 'a snivelling clerk', I stood my ground
Ken Jarrold reflects on a career shaped by the commitment to patient care, recalling pivotal moments enforcing a code of conduct and navigating controversial service reconfigurations
Comment'A good coach helps you to see the world as it really is'
Stress levels in the management community are higher than at any time since I joined it 41 years ago. At best, many managers face the loss of career prospects and life chances. At worst, they face the loss of employment and real hardship.
CommentNHS training must start with values
The news that the number of places on the National Management Training Scheme is to be reduced is not surprising given the reduction in management jobs expected in the next few years.
CommentOvercoming fears about the NHS's future
I am increasingly concerned by the tone of some responses to the government’s NHS policy.
CommentKen Jarrold on the winners and losers of NHS reform
I started reading policy documents on the NHS in 1969. The first was the Green Paper published two years earlier, which launched the discussion about the first major re-organisation.
CommentKen Jarrold on strategic planning in the NHS
Our new government could do worse than to engage in a little strategic planning.
CommentKen Jarrold on admitting to the Mid Staffs mistakes
The shame of Mid Staffordshire Foundation Trust will taint the NHS for many years to come.
CommentKen Jarrold on preparing to vote in the general election
The general election is now within touching distance. The campaign is well underway. It is time to prepare and three points may help to do this.
CommentKen Jarrold: what is the future of NHS regulation?
The row about regulation did not come at a good time for the NHS and it raises some profound questions. Just how likely is it that self assessment will be objective? How many of us have the capacity to see ourselves, our performance and the world around us as it ...
CommentKen Jarrold on motivating NHS managers
The latest annual health check ratings raise some important and difficult questions. It is time to think again about performance management.
CommentKen Jarrold on fixing NHS care and compassion
Occasionally something really important is published. Something that makes you think. Something so powerful you wish the board of every health organisation would place it on the agenda for their next meeting, and every chief executive would say to the executive team: “Today we are not going to strive for ...
CommentKen Jarrold on sharing the economic pain
Max du Pre, the American industrialist influenced by Robert Greenleaf’s idea of the “servant leader”, said that servant leadership is, among other things, about bearing not inflicting pain.
CommentKen Jarrold: Five ways to give feedback
Feedback is one of the most valuable gifts our colleagues can give us. To find someone who has the tact, courage and skill to tell you honestly how you are doing is a very rare thing indeed. In 36 years of full time work I had seven good appraisals.
CommentKen Jarrold on how to win a job
A lesson we all have to learn is to cope with the disappointment of not getting a job we had wanted.
CommentKen Jarrold on the NHS and the credit crunch
These are dangerous times for public servants. The recession is having a devastating impact on the lives and life chances of many employed in the private sector. In contrast, relatively few public servants are losing their jobs.
CommentKen Jarrold on getting the best from staff
If the NHS is to improve public health and provide high quality services to patients, it must look after its staff, including chief executives and senior managers.
- Comment
Ken Jarrold on advice for NHS managers
One piece of advice I frequently give myself and others is based on the words of an old prayer that I carry with me.
- Comment
Ken Jarrold on NHS positive thinking
2009 does not look like the most promising of years. The impact of the recession on the NHS will be real: the years of plenty are behind us. In these circumstances, it is important to hold on to the positives and not be overwhelmed by gloom.
- Comment
Ken Jarrold on Barack Obama the manager
For students of leadership and management, these are interesting times. Two very different people, in very different worlds, have been teaching those open to learning.
- Comment
Ken Jarrold on the patient experience
There is nothing like being a patient to bring you face to face with the realities of working lives. Fortunately for me, my recent experience was entirely positive.