Dame Jackie Daniel on leadership, authenticity and creating change

In a candid and inspiring conversation at Pride in Leadership’s Annual Conference 2024, sponsored by Crowe, Dame Jackie Daniel shared her remarkable journey from a working-class Yorkshire girl to one of the NHS’s most influential leaders. Her story weaves together themes of personal authenticity, organisational change, and the ongoing challenges facing both the NHS and LGBTQ+ leadership.

Early years and coming out

Born in Haworth to working-class parents, Jackie’s early life was marked by what she describes as a “fairly normal upbringing,” brightened by her fashionista grandmother who ran her own clothing company. After initially planning to become a graphic designer, she found herself dropping out of school unexpectedly. This setback led her to nursing, where she immediately knew she had found her calling in the NHS.

The personal journey of coming to terms with her sexuality ran parallel to her early career. “I was so conscious it was not what was expected,” she recalls, describing the pressure from her mother about marriage and grandchildren. It wasn’t until meeting a woman that she experienced what she calls “a whole different level” of connection, though this revelation brought its own challenges. The scene in those days was “a bloody scary place,” especially for someone who wore lipstick and skirts, defying the expected stereotypes.

Professional ascent and personal authentication

Daniel’s career progression was remarkable – entering the boardroom at 29, becoming a chief executive at 39, and spending 22 years in chief executive roles, including leading Newcastle Hospitals during COVID. However, this journey wasn’t without its challenges, particularly regarding her sexuality. She describes colleagues trying to “winkle under the armadillo,” with one senior figure even driving by her house looking for clues about her personal life.

The turning point came when she took over as chief executive at Morecambe Bay, a trust facing significant challenges. “If I’m going to work with this group of staff and these communities in a really authentic way, I’m going to have to be who I am,” she reflects. This decision to be completely out marked a new chapter in her leadership approach.

Leadership philosophy and cultural change

Jackie’s leadership philosophy centres on creating environments where people can be their authentic selves. She emphasises the importance of what she calls the “mind-body loop” – noting that when people are constantly worried about being found out or feeling unable to be themselves, they can’t effectively address crucial issues like patient safety.

Her “Flourish” model of organisational change encompasses three key domains: leadership at all levels, operational framework and governance, and supporting people to pursue areas important to them. She advocates for working beyond formal structures, suggesting that relying solely on traditional hierarchies misses “about 30% of the performance.”

The future of healthcare

Looking ahead, Daniel expresses both concern and hope for the NHS’s future. She points to a worrying regression in some areas, particularly regarding diversity and inclusion, but also sees opportunities for transformation through technology, AI, and cross-sector collaboration. “We’re at a point where it’s going to collapse if we don’t do something pretty radical,” she warns, advocating for bold vision and systematic change.

A new chapter: The Dames Commander Society

Now retired from the NHS but far from inactive, Daniel is helping establish the Dames Commander Society, aiming to create societal impact through what she calls “dames that do.” This initiative represents another avenue for pushing boundaries and creating change, characteristic of her leadership approach throughout her career.

Final thoughts

Dame Jackie Daniel’s story is not just about personal success or organisational leadership – it’s about the power of authenticity in creating meaningful change. Her advice to leaders? “Usually you think you’re going to hit the wall after about a yard and it’s generally at least half a mile away. So keep pushing.”

As the NHS faces unprecedented challenges and society continues to grapple with questions of inclusion and equality, Jackie Daniel’s experience offers valuable insights into how authentic leadership can drive positive change, even in the most complex organisations. Her journey from nurse to dame demonstrates that being true to oneself isn’t just personally fulfilling – it’s also good leadership.