From aeroplanes, retail and the voluntary sector into the NHS, Graham described his leadership approach, supporting staff to get things right, take risk and create conditions for staff to excel.
Graham has an unusually route to becoming a healthcare CEO - via the retail and charity sectors into the NHS becoming a finance director and support of a great to CEO to mentor and encourage him in his career.
Surrey and Borders Partnership NHS Foundation Trust was formed from three mental health organisations - the culture puts kindness, curiosity and inquisitiveness at its core.
Balance is always to test things out and push the boundaries and avoid the orgnaisation stifling invocation. We need to encourage testing a new approaches, that ensure when things go wrong will have low consequences.
Role modelling by executive teams is crucial and leadership development, backed up by QI methodology is key.
Being a CEO is highly personal - getting it right for our local residents and patients is the main reason to do the job.
https://www.sabp.nhs.uk
Twitter: graham_wareham
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