Graduating from the NHS Lothian Talent Management Programme: A Leadership Journey

By Deana.Stankovic June 8, 2026

Over the past nine months, I’ve had the privilege of being part of NHS Lothian’s Talent Management Programme (TMP) – a development experience designed for those stepping into the role of “leaders of leaders.”

After our official Cohort 7 graduation last month, I’ve been reflecting on what this journey has meant – not just in terms of learning, but in how it has shaped my thinking, confidence, and leadership practice.

This was more than a programme – it was an opportunity to step back and think differently. In the pace of day-to-day delivery, it’s rare to have structured time to pause, reflect, and challenge your own assumptions. TMP creates that space intentionally.

Through a combination of masterclasses, experiential learning, and bespoke workshops, the programme brings together strategic and operational perspectives—from corporate governance and financial management to system performance, quality, and people leadership.

But what stood out most wasn’t just the content, it was the opportunity to apply it in real time, grounding theory in the complexity of the NHS system we operate in every day.

One of the most powerful aspects for me was the focus on self-awareness and emotional intelligence. Through coaching and feedback, I gained a clearer understanding of how I show up as a leader – particularly my strength in building relationships and reading dynamics across teams and organisations.

At the same time, it challenged me in ways I didn’t expect. Feedback highlighted that I underestimate my own authority and take on too many personal habits that help delivery but can limit impact at a more senior level. That insight has been a real turning point.

But perhaps one of the most valuable aspects has been the people. Being part of a cohort of senior leaders across NHS Lothian and the Health & Social Care Partnerships offered honest conversations about challenges we face every day, exposure to different perspectives and services and a supportive but challenging peer network. This network will continue to be important long after the programme ends.

A key shift for me is moving from delivering impact myself to enabling impact through others – being clearer about my role, delegating more intentionally, and operating consistently at a strategic level.

The programme also reinforced that leadership is situational: knowing when to lead from the front, when to coach, and when to step back. That awareness is already changing how I work with my team and peers.

Above all, this experience reminded me that leadership is a continuous journey. There isn’t an endpoint – only the next opportunity to learn, grow, and make a difference.

Thank you to the facilitators, coaches, and colleagues who made this experience so valuable—and to my team for creating the space for me to step back and learn.

Leadership starts with self-awareness

A central thread throughout TMP is developing a deeper understanding of yourself as a leader.

The combination of strengths-based assessment, 360° feedback, and coaching challenged me to reflect honestly on my impact – how I show up, how I influence, and where I need to grow.

That process isn’t always comfortable—but it’s where the real learning happens.

From leading teams to leading systems

What differentiates this programme is its focus on system leadership.

This is about:

  • Thinking beyond organisational boundaries
  • Navigating complexity and competing priorities
  • Influencing without direct authority
  • Aligning people, resources, and strategy to deliver outcomes

TMP reinforces that leadership at this level is less about control and more about creating the conditions for others to succeed.

Applied learning that matters

One of the strongest aspects of the programme is its expectation that learning isn’t theoretical, it must be applied and evidenced.

Participants are supported to:

  • Develop a personal leadership development plan
  • Translate learning into real service or system impact
  • Demonstrate growth over time
  • Continue development through post-programme check-ins and alumni networks

This creates accountability – not just to complete the programme, but to lead differently as a result of it.

Looking ahead

Graduating from TMP doesn’t feel like an endpoint – it feels like a transition point.

The challenge now is to:

  • Apply this learning consistently in practice
  • Continue developing as a system leader
  • Support others to grow and lead at their best
  • Contribute to a culture where leadership and improvement go hand in hand

Ultimately, the programme reinforces a simple but powerful idea: the quality of leadership directly shapes the quality of care we deliver.

I’m grateful to have shared this journey with such inspiring colleagues across NHS Lothian and our Health & Social Care Partnerships.

Now comes the most important part: turning learning into action – and impact into something bigger than ourselves.

If anyone is interested in applying for Cohort 8 for the 2026-2027 intake, I’d definitely recommend the programme and would be very happy to chat to anyone thinking about taking the next leap in their leadership career.