Patricia Wright

Patricia holds a pharmacy qualification. Before becoming a chief executive at Hounslow and Richmond Community Healthcare NHS Trust, Patricia worked as a hospital pharmacist, general manager and health authority pharmacist. She has also been the chief executive of the Royal College of Physicians, director of strategic commissioning at a primary care trust and the chief executive of three other NHS trusts.

Q: Was there a particular job, opportunity or experience which convinced you to apply for the chief executive role?

While working for the eight North West London Primary Care Trusts (PCT) as director of strategic commissioning, I realised that as a commissioner I could significantly influence not only healthcare delivery, but the health of the population. The chairman of Kensington and Chelsea PCT was passionate about health and social care improvement and his vision encouraged me to apply for the chief executive role. Together we commissioned some innovative work on changing public behaviour and the value of 'place'.

Q: As a clinician, what makes the trust chief executive job rewarding for you?

I still feel that I can make a difference, but in this role I have more autonomy to shape how care is delivered at a personal, disease-specific and system level.

Q: What do you think is more important for your performance as a trust chief executive?

Coming from a clinical background, I have grounding in the language and behaviours of the NHS and find it relatively easy to interpret clinical behaviour and put clinical information into context. However, a good non-clinical leader should be able to gain that knowledge and will bring different skills to the senior team. The critical issue for success is behaving with integrity, creating strong and credible teams, taking risks and trusting yourself and those around you.

Coming from a clinical background, I have grounding in the language and behaviours of the NHS and find it relatively easy to interpret clinical behaviour and put clinical information into context. However, a good non-clinical leader should be able to gain that knowledge and will bring different skills to the senior team.

   

Q: If I knew then what I know now…” - your advice for clinicians thinking about stepping in to a chief executive role?

When I moved into a senior leadership role I completely underestimated the value of strong and supportive networks of colleagues and experts in the field. I had these in place as a clinician, but underestimated how difficult it would be to create new skills and knowledge and the networks to provide personal and organisational support. Knowing who the go-to people are and who you can trust is really important.

Q: Have you considered maintaining clinical practice alongside your chief executive responsibilities? And why/why not?

I have continued to maintain my registration as a pharmacist since I moved into a pure general management role. I don’t provide direct care, but I am able to demonstrate through continuing professional development and reflective practice that I have the skills and knowledge to influence practice in relation to medicines management, the role of pharmacists in integrated systems. It also means that I have a much greater understanding of the clinical implications on patient outcomes when reviewing complaints and incidents and can challenge poor practice.