One Perspective with Nicole Gent

One Perspective is our Q&A series where the people shaping One Health’s future discuss the issues that directly affect the health and surgical care sector. Since joining One Health Group in 2015 as Patient Liaison Department Manager, Nicole Gent has progressed through a range of operational and people-focused roles to lead the organisation’s largest department. Here she reflects on her leadership journey, the challenges facing healthcare service delivery and the importance of creating a culture where people can thrive.

You joined One Health Group in 2015. What attracted you to the organisation, and what has kept you here over the years?

When I joined One Health Group in 2015, I was attracted by the opportunity to work somewhere where you could genuinely see the difference you were making. I joined as Patient Liaison Department Manager, so from the beginning I was close to both the patient journey and the day-to-day delivery of our services.

What has kept me here is the people, the culture and the opportunity to keep developing. One Health has changed significantly during my time here, and I’ve been fortunate to grow alongside the organisation. I’ve had opportunities to take on new responsibilities, develop different skills and contribute to how we deliver and improve our services. Even as we’ve grown, there’s remained a real sense that individuals can make an impact, and that’s something I value enormously.

Looking back over your career, what experiences have shaped you most as a leader?

Probably the experiences where I’ve had to step outside my comfort zone. My career hasn’t followed one completely conventional route into healthcare leadership, and I actually think that’s been a strength.

Moving from Patient Liaison into broader service delivery, taking on responsibility for people and performance, and then leading increasingly large and complex teams have all taught me something different.

Working across both operational delivery and people-focused roles has particularly shaped the way I lead. It’s reinforced that good performance and good employee experience aren’t separate things. You need engaged, supported and accountable people if you want to deliver an excellent service.

I’ve also learned a huge amount from periods of change and pressure. They force you to prioritise, communicate clearly and, importantly, trust the people around you.

You now lead the largest department within One Health Group. What do you enjoy most about leading and developing such a large and diverse team?

Seeing people develop is probably the most rewarding part. I really enjoy spotting potential in someone and then watching their confidence and capability grow as they’re given more responsibility.

With a large team, I also think it’s important that everything doesn’t have to come through me. Good leadership is about creating capable teams and giving people the confidence and authority to make decisions themselves.

I want people to understand what we’re trying to achieve, feel accountable for their part in it and know that they’re trusted to do their jobs.

The diversity of the team also means there’s always something to learn. Different people bring different perspectives and strengths, and my role is often about creating the environment where those can come together effectively.

Healthcare is constantly changing. What do you think are the biggest challenges facing service delivery today, and how do you approach them?

One of the biggest challenges is balancing increasing demand with the need to maintain quality, safety and a really good patient experience. Patients understandably expect timely, accessible care, while healthcare organisations are operating in an environment where resources have to be used very carefully.

For me, the answer isn’t simply asking people to work harder. It’s about continually looking at how we work: where processes can be improved, where technology can help, how resources are allocated and whether we’re giving teams the right information and authority to make good decisions.

You also have to be comfortable with change. Service delivery can’t stand still because healthcare doesn’t stand still. The challenge is making sure change is purposeful and ultimately improves things for patients, rather than introducing change for the sake of it.

Patient experience is a major part of your role. What does excellent patient service mean to you, and how do you make sure it remains at the heart of operational decisions?

Excellent patient service starts with remembering that behind every referral, appointment or telephone call is an individual who may be worried, in pain or simply unsure about what happens next.

Operationally, we naturally look at performance measures, capacity, processes and efficiency, and those things are important. But you can’t allow the patient to become a number on a spreadsheet.

I think one of the advantages of starting my One Health career in Patient Liaison is that I’ve always had that perspective. When we make operational decisions, I try to bring the conversation back to the patient: what will this mean for them? Will it make their journey easier? Will communication be clearer? Will they receive the care they need more quickly?

Efficiency and patient experience shouldn’t be competing priorities. The best services usually achieve both.

What have you learned about effective leadership during your time at One Health Group? Has your leadership style changed over the years?

Definitely. Earlier in your career, I think it can be tempting to believe that being a good manager means having all the answers or being involved in every decision. Experience teaches you that neither is particularly sustainable.

I’ve become much more focused on empowering people. I want the people closest to a service or an issue to feel able to make decisions, suggest improvements and challenge the way we currently do things.

I’ve also learned that different people need different things from you as a leader. There isn’t one management style that works for everybody. Sometimes someone needs direction, sometimes they need support, and sometimes the best thing you can do is give them space and trust them.

Most importantly, I think leadership is about consistency. People need to know what you expect from them, but equally, they need to know what they can expect from you.

Your role involves working with colleagues, consultants, commissioners and external partners. What do you think makes a successful partnership?

Trust, transparency and a shared understanding of what you’re trying to achieve. Healthcare involves lots of different organisations and individuals, all of whom can have different pressures and priorities.

Successful partnerships come from understanding those perspectives rather than approaching every conversation purely from your own organisation’s point of view.

Communication is also incredibly important. The strongest relationships are the ones where people can have open conversations, including when something isn’t working.

Ultimately, there has to be a shared purpose. In healthcare, whatever organisation or role we represent, the common ground should always be delivering the best possible service and outcomes for patients.

Can you share a career moment or achievement that you’re particularly proud of?

I’m proud of the progression I’ve made within One Health and of being trusted to lead the organisation’s largest department. I joined in 2015 managing Patient Liaison, and since then I’ve had opportunities to work across service delivery, people and performance, and the wider management of the organisation.

But I probably take the greatest pride in the people who have progressed around me. Seeing someone you’ve managed or supported take on more responsibility, develop their confidence or move into a leadership role themselves is incredibly rewarding.

One Health has grown considerably during my time here, so being able to look back and know that I, and the teams I’ve led, have played a part in that journey is something I’m very proud of.

What advice would you give to someone early in their career who wants to progress into a leadership role within healthcare?

Don’t become too focused on the job title. Focus on learning, and put yourself forward for things that will stretch you. Some of the experiences that develop you most won’t necessarily look like obvious promotions at the time. Take opportunities to work with different teams, understand parts of the organisation outside your immediate role and volunteer for projects where you’ll learn something new.

I’d also say: learn how to work with people. Technical knowledge is important, particularly in healthcare, but leadership ultimately involves getting the best from other people. Listen well, be curious, ask questions and learn from people at every level of an organisation.

And don’t feel that you have to know everything before taking the next step. Nobody does. Be willing to learn as you go.

If you could go back to the start of your career and give your younger self one piece of advice, what would it be?

Probably to trust yourself a little more. You don’t need to have your entire career mapped out at the beginning, and you don’t need to wait until you feel completely ready before taking an opportunity. Some of the best career decisions are the ones that challenge you and initially feel slightly uncomfortable.

I’d tell my younger self to say yes to more opportunities, ask more questions and not worry quite so much about having all the answers. Careers develop through experience, and sometimes you only realise afterwards just how much you were learning along the way.