A good manager needs to understand their core business - people and patients. They need the skills to drive improvement through incredibly complex organisations. And they need to know how to manage change.

Managers must be equipped with the tools to gauge performance, benchmarking, setting SMART targets and defining outcomes. They must of course be technically competent, with sound financial understanding.

But a good strategy is nothing without execution and so attention to detail, and being able to see the service through the eyes of the user, is key.

Senior managers need special skills to enthuse and excite people. That means creating a vision for an organisation that makes sense to staff, and speaking common sense not technical jargon. Developing a new partnership with staff and patients must be a core part of their business.

Honesty is crucial. A good manager needs the courage to break down the culture of collusion that has developed across the service about the real difficulties we are facing on the ground. And a good manager accepts her own accountability for what goes well and what doesn't.

And finally, a manager must create a culture that inspires people to perform well, not one that bullies them into action. The best leaders in the NHS have always worked that way.

Dr Gill Morgan
Chief Executive
NHS Confederation

Health Service Journal -11th May, 2006