An over-99% recommendation rate delivering Cambridge University Hospitals’ leadership programme for 3,500 staff
| Outcomes at a glance |
|---|
| • Over 99% of participants who gave feedback said they would recommend the training to colleagues |
| • Participants reported significant increases in ability to lead through change, lead more inclusively, have difficult conversations, and engage in distributed leadership |
| • TPHC’s input directly shaped the evolution of programme content, improving quality and fit for purpose through expert consultancy alongside delivery |
The challenge
The 2024/25 Cambridge University Hospitals (CUH) staff survey revealed high burnout and a perceived disconnect between senior leadership and frontline reality. The survey indicated feelings of being undervalued among frontline staff, perceptions that senior leadership lacked understanding of the reality staff face on the ground, and elevated levels of burnout and work-related stress across all staff levels.
In response, Cambridge University Hospitals launched a mandatory 18-month leadership development initiative for 3,500 leaders across two tailored programmes: one for new leaders and another for existing leaders. The Trust sought to build trust and accountability amongst leaders and between leadership and staff, enable higher-quality conversations across the organisation, and help promote the living of Trust values at work. This represented a strong commitment and significant investment from the Trust in addressing the working lives of staff and the associated leadership challenges it was facing.
Our approach
TPHC created and drew from an internal faculty of experienced leadership development trainers to support the design and delivery of both programmes. Our faculty brought expert insight and real-life experiences of inclusion and exclusion to the work, positively shaping both the programme content and the leaders we worked with. This ensured the programme was grounded in lived experience and reflected the complexity of leading people in NHS settings.
Alongside delivery, we worked with the client to refine and recommend changes to programme content, drawing on our own experience of facilitating the sessions. This consultancy input, running in parallel with delivery rather than preceding it, enabled the programme to evolve in quality and relevance as it was delivered, responding to what was being learned in the room.
We delivered 82 training days and more than 11 action learning set days.
The impact
Participants reported significant increases in their ability to lead through change, lead more inclusively, have difficult and important conversations, and engage in distributed leadership while building greater accountability in their leadership practice. Over 99% of participants who gave feedback said they would recommend the training to colleagues.
Reported growth in distributed leadership and accountability suggests Cambridge University Hospitals is building resilience into its management layer, not simply training individuals. With a 99% recommendation rate, the Trust has strong evidence for sustaining this investment into future cohorts.
TPHC’s delivery of this commission has also strengthened our internal training and facilitation faculty, building capacity to deliver large-scale, high-impact learning and development work across the NHS.
What our clients say
“Transformation Partners in Health and Care have become a valued partner in the delivery and ongoing development of our Essentials for Leadership and Management Excellence (EMLE) programme.
Their facilitators create the conditions for honest, engaging and constructive conversations, helping managers reflect on their practice, challenge one another appropriately, and build the confidence to lead effectively. They establish credibility quickly and adapt skilfully to the needs of each cohort, making every session practical, relevant and grounded in the realities of leading in the NHS.
Through the trust they have built with us, they have also become a genuine partner in shaping the programme itself, bringing thoughtful challenge, fresh insight and expertise that have strengthened both the content and our overall approach. We would have no hesitation in recommending them to organisations looking for a trusted partner to develop leaders and facilitate meaningful organisational change.”
Michael Walsh, Director of Culture, Leadership and Learning
“This programme gave me the skills and, more importantly, the confidence to try new things back at work. I’ve been able to take things from the classroom and use them in my leadership practice.”
CUH programme participant
“The programme has given me the space and time to think more purposefully about the people I lead, leading to insights as to how I can get the best out of each of them. My relationships with my team have strengthened as a result.”
CUH programme participant
“Good opportunities to build my network and learn from the different perspectives of colleagues in the Trust.”
CUH programme participant
“Reflective, supportive, insightful, informative.”
CUH programme participant
Ready to start a conversation? Find out more about our learning and organisational development services, read more case studies from our work in leadership development, or get in touch with one of our specialists to discuss your challenges.
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