When I was appointed as a radiology consultant in 2013, my interests and experience led me to believe I would have an interesting career implementing advanced imaging techniques from research and developing a clinical academic portfolio. I had no interest in medical leadership or management but, having read the Francis report into Mid Staffs, I felt that it was the duty of a consultant to stand up and lead if needed. 

In 2014, having returned from maternity leave, I was asked to be MRI lead. I enjoyed the challenges of writing business cases for new scanners, service development, and trying to solve operational issues.  

In March 2020 the COVID19 pandemic started. The Imaging department did not have clinical leadership. I put myself forward as service line director and did this for the next 3 years.   

In 2023 I was promoted to Clinical Director for Support Services, with oversight of Imaging, Pathology, Therapies, Pharmacy, and Health Care Sciences.

Who or What has helped you the most?

Christine Heales, who was lead MRI radiographer when I started at UHP was instrumental in helping me make real changes as MRI lead. Without her positive influence, that role would not have been successful, and I would not have been inspired to keep working to change and improve services.

COVID: at a point where I was contemplating stepping forward to be Clinical Lead for imaging, that became a necessity and gave me the push to do the next thing. It was a time of amazing collaboration and opportunity to try anything without fear of censure. The rulebook had been thrown away.

My partner, who encourages me to push myself and provides emotional support and practical, domestic support, as well as being the voice of reason with respect to the work life balance.

What advice would you give to others about how to be an active ally?

Make active choices to deliver equity of experience and opportunity. I was fortunate to work in a department with more men working part time than women, and more parental leave had been taken by male colleagues than female in the preceding year. That should not be out of the ordinary. It normalises these experiences, both for those who are taking leave, working less than full time, and those who are dealing with the ongoing demand and complexity of diverse working patterns.

Not everyone reacts in the same way to challenging situations. Emotional responses come in all forms, all of which are equally valid. Anger and disengagement need a compassionate response just as much as tearfulness. Be a safe space for people to show you what really matters to them.