Home care leaders often work in highly complex environments, balancing workforce challenges, service delivery pressures, quality requirements and increasing demand. At the same time, they are expected to lead cultural change, build resilient teams and personalise care around what matters most to individuals and communities.  

Many leaders can feel isolated within their own organisations, with limited opportunities to share experiences, learn from peers or explore innovative approaches emerging across the wider health and care system. There was therefore a need for a development programme that built knowledge and skills whilst also creating a network of support and learning across Greater Manchester.  

The programme also needed to move beyond traditional leadership training and help participants translate learning into practical changes within their teams, organisations and communities.  

Collaborate Out Loud designed a five-module leadership development programme built around person-centred and community-centred approaches, co-design and experiential learning. Rather than providing a standard leadership course, the programme aimed to help participants reflect on their own leadership, connect with others and explore what high-quality, relationship-based care looks like in practice.  

The curriculum focused on five core themes: 

• It All Starts With Me 

• It’s a Team Sport 

• Staying Well in Changing Times 

• Navigating the Greater Manchester Health and Care Landscape 

• Connecting With Place and Community  

Throughout the programme, participants explored topics including: 

• Leadership behaviours and self-awareness 

• Person and community centred approaches 

• Values-based leadership 

• Communication and feedback 

• Team development 

• Empathy and coaching skills 

• Resilience and wellbeing 

• System leadership 

• Community assets and local networks  

The programme incorporated a range of interactive methods, including coaching, peer learning, appreciative inquiry, collaborative problem solving and exposure to innovative care models from across Greater Manchester and beyond. Lived experience and community perspectives were intentionally woven throughout the learning journey.  

An online learning community was also proposed to help participants continue learning, supporting one another and sharing ideas between programme sessions.  

Feedback from participants highlighted significant shifts in confidence, leadership practice and relationships. The programme created a safe and supportive space where leaders could reflect honestly on their experiences, learn from one another and develop practical approaches they could take back into their organisations.  

Participants reported gaining: 

• Increased confidence in their abilities as leaders 

• Stronger coaching and communication skills 

• Greater empathy and emotional intelligence 

• Better relationships with staff teams 

• Practical leadership tools and approaches 

• Improved ability to listen, reflect and respond thoughtfully 

• Stronger peer support networks across organisations  

Many described improvements in team culture, with staff becoming more motivated, empowered and willing to contribute ideas and take initiative. Leaders talked about learning to ask better questions, becoming less directive and creating environments where others felt heard and valued.  

The programme also reduced feelings of isolation. One of the strongest themes was the value of discovering that others were facing similar challenges. Participants gained reassurance, encouragement and practical support from peers across the sector.  

The sketchnote summary captured the breadth of learning participants described, including confidence, coaching skills, listening, empathy, networking, teamwork and practical leadership tools.  

We learned that leadership development is most effective when it combines personal growth, practical application and peer support. 

Participants valued the opportunity to explore their own leadership styles and behaviours, but equally valued the relationships formed with other leaders facing similar challenges. The combination of reflection, shared learning and practical tools created conditions for meaningful development.  

We learned that coaching approaches can have a profound impact on leadership behaviour. Many participants reflected on becoming better listeners, asking more open questions and supporting others to find their own solutions rather than directing every conversation.  

We also learned that person-centred care starts with person-centred leadership. Leaders who feel supported, connected and confident are better placed to create cultures where staff and the people they support can thrive.  

Most importantly, we learned that leadership is not a solo activity. Building communities of practice, creating safe spaces for reflection and strengthening peer relationships can be just as valuable as any piece of formal learning. When leaders connect, learn from one another and share challenges openly, they are better equipped to lead change and improve outcomes for the people and communities they serve.