We are the leading independent membership organisation for managers and leaders commissioning, delivering and supporting health and care in the UK and across the world, supporting personal and professional development and driving change to improve health and well-being for all through quality management. 

Our mission here at the IHM is to work with you to identify and provide the resources, support and opportunities you need to be your best selves, connecting with other membership organisations and professional bodies to enable us all to get the very best out of our collective expertise and resources.

Whether you’re a current member or thinking about joining, please contact us today  to let us know how we can support you and your teams to be and to feel at your best.



It seems to have crept into the management lexicon over the last few years almost by stealth and is now even being used as the principal subject matter for conferences, workshops and symposia. Resilience.

I much enjoyed Wednesday evening’s HealthChat event with guest Prerana Issar, NHSE’s Head of People and responsible for delivering the long awaited and mightily important People Plan. A relative newcomer to the NHS (she was appointed to her post 6 months’ ago after an international search found her working for the UN’s HCR division in Rome) she spoke movingly about her experiences in the shatteringly desperate world of refugee camps in some of the most hostile places on earth. She told us of the danger and uncertainty which nightfall brings and of the daily battle to feed, clean, hydrate, protect and shelter thousands of souls whose only choice was to pack a tiny set of belongings into a plastic bag and walk to safety through a hostility which most of us will never experience, often carrying children, before arriving, exhausted at a UN camp, hundreds of miles from their homes. Above all she told us of the UN representatives working full time in these camps, often in appalling conditions, called by a vocational urge to help their fellow human being in times of crisis. I am far from sure that I could do it. But Prerana used the word – resilience – in describing how such workers meet the daily challenges which they inevitably face, and it got me thinking.

I thought more about it when she used it in describing NHS staff (and managers) subjected to the daily realities of an NHS shift. She’d even, wisely, taken time to go out and do shifts with a range of NHS staff, most memorably with an ambulance paramedic team where she was subjected to vilely casual racism from a patient. She has received testimonies from NHS staff telling her about the assaults (verbal and physical), the bullying, the intimidation, the threats, the sheer bloody misery of trying to do your best in an environment where it sometimes feels like everything and everyone is conspiring to prevent you from doing so. Yes, those behaviours come from patients and patient’s families – but too often they come from fellow NHS staff and management too, pressured to deliver in a target obsessed organisation which hands down inspections and appraisals with little regard for the welfare of the NHS and local authority people affected.

And we are asked to admire the ‘resilience’ of NHS employees. You as a manager may even have been encouraged to undertake some resilience training. You might have recommended the same to people whom you lead. So here’s what I think:

If you are being asked to ‘improve your resilience’, you are really being asked to pull yourself together, ignore the elements of your job which are eroding your self-confidence and ‘turn the other cheek’ to things which threaten the vocational calling which brought you to work in health and social care in the first place. In other words, its evidence that your employer is prepared to turn their back on fixing the stuff which is causing you to take offence, develop anxiety, lose sleep, struggle emotionally and contemplate leaving your role.

We all of us have a veneer of resilience and it is varyingly thick or thin depending on our personality. It can be enhanced or dissolved by the everyday challenges and successes which we experience but it is a poor employer who puts the responsibility on the individual alone to preserve it. No. Let’s stop asking people working in a vocational organisation like the NHS to develop their resilience. Let’s stop admiring those same people’s resilience. No one working in any role in the NHS and social care should be having to tolerate receipt of behaviours and attitudes which we would rightly challenge in any other setting. If your people are having to demonstrate their resilience on a daily basis then its up to you to find out what you can do to remove the need for them to do so. Call out the racism. Call out the bullying. Call out the intimidation. Call out the (un)safe staffing. Its your job to support your people to do a brilliant job. Developing their resilience misses the point.

Have a super weekend.

Jon Wilks

Chief Executive

Institute of Healthcare Management


The Institute of Healthcare Management has partnership agreements with the following membership organisations:

It is the mutual aim of the Institute and each partner membership organisation to promote and support excellence in healthcare and by working together we can achieve more and therefore make greater progress.

Where opportunities arise, the IHM and each of the above organisations have agreed to work together to share access to activities and resources which support our members and their professional communities. This will, for example, include:

  • Events, workshops & conferences
  • On-line webinars, podcasts & videos
  • Focus groups, research reports & insights / analysis
  • Education programmes & exchanges
  • Networking events for the purpose of learning & understanding

The partnership agreements recognise the independence of each organisation and seek to create an environment of working together to achieve better health and social care.

For further information please contact: contact@ihm.org.uk


Membership of IHM brings real professional benefits developed to meet the changing needs of the healthcare sector.

We welcome anyone with or progressing towards, a management role in an organisation which commissions, provides or supports health and care (in its broadest sense). Our diverse and inclusive membership includes managers from the NHS, social care, public health, private sector, military, charity and voluntary sectors, as well as a thriving overseas representation – across all management levels and disciplines.

Our membership options include reduced rates for students and retired members. We also offer Corporate membership.

The IHM is going from strength to strength with over 600 new members having joined us in the last few months alone.  So why not join us today and start enjoying the benefits your membership can bring?

Please click on the image below to see a short message from Roy Lilley about how we should “all rise to the challenges ahead together”

IHM Members – is your contact information up to date?

Holding accurate and complete contact information for you will enable us to manage your membership efficiently and to provide you with the resources and services you need to be your best selves.

Please click here to find out how to check and update your profile!


Give your career a boost with the  IHM Fellowship Programme

  • ILM Level 5 Diploma in Leadership & Management
  • MSc Global Healthcare Management – Senior Leaders Master’s Degree
  • IHM Senior Manager ILM Level 7 Diploma in Leadership & Management

The ILM Level 5 Diploma and the MSc are both eligible for the Government Apprenticeship Scheme. At present, the Government Apprenticeship Scheme does not include the Level 7 qualification.

For further details of this exciting personal development programme please click here or contact us for more information.


There’s Room at the Top – a Fast-Track Guide to writing a CV (Bragging with a purpose!)

The NHS is undergoing another big change.

The chances are you will be put in a position where you’ll have to apply for the job you are already doing or perhaps move on. Either way you’ll need a CV – the right CV.

Roy Lilley has produced an easy to read guide to help you produce a tailored CV to get the job of your dreams, or to ensure you keep your existing one!

IHM members can have an exclusive preview of this invaluable guide to CV writing by  clicking here.


IHM Manifesto for the NHS,

Results of IHM survey of working managers in the NHS. What do they want for the future…

Most governments usually address the ills of our most loved public service, the NHS, with the combination of investment and reform…… this leads to change being the only constant in the NHS.

As the general election draws closer and in amongst the din surrounding the NHS, the Institute of HealthCare Management (UK) has, polled its membership to establish the most important issues that need to be addressed in the current political cycle – and most importantly how these might be solved.

The results, published 27th November, focus on practical and achievable solutions to the many challenges facing the NHS today. 

The results reveal some consistent themes:

  • A long term and predictable funding guarantee for the NHS year on year, aligned with its annual inflator (around 4%) rather than episodic cash injections at times of crisis (71%)
  • A critical analysis and public consultation for a hypothecated tax, or increase in national insurance, specifically to improve revenue for social care services. (60%)
  • Dedicated funding to support the ongoing professional development and education and training of health and social care professionals, particularly with the return of real cash bursaries to aid nurse recruitment and training. (43%)

If a new government did nothing else but deliver on the above three solutions, the far-reaching effects would impact on a significant number of other NHS deficiencies.

To continue reading the results of this insightful poll please click here.


On the upcoming list of things to do for 2020 will be the NHS response to the recommendations arising from the Kark Review and the potential for regulating managers.

Some sort of regulation looks inevitable and a recent survey of IHM members tells us that this would be welcome.

We have responded, with the help of Sir David Dalton and others, by developing and launching the IHM Code of Practice, which, as of January 2020 will become a requirement of membership and an obligation for all members. 

We are represented on the Kark Review group and intend to continue that work in whatever form it takes in the future.

We think it is important that IHM members are identified as committed, ethical professionals, who bring to their work a strong sense of vocation and professionalism.

As a member you will know that you have full control of your personal data through your membership profile page and can share your CV, and other personal information, using your unique IHM member number and importantly, demonstrate you have agreed to the obligations of membership including the Code of Practice.

The IHM is the only manager-membership organisation that is committed to a code of practice and leads the way in working towards higher standards in public life.

CLICK HERE to view the IHM ‘Code of Practice’ 


Working with our partners, Salix & Co, from 8am each week day you can get a ‘heads up’ on the latest health and social care news, views.

CLICK HERE for the IHM Daily Health & Social Care News


Births by parents’ country of birth – ONS

Statistician’s comment “In 2018, just over one in three children born in England and Wales had at least one parent who was born outside the UK. These parents could be long-time residents who moved here

10 October 2019|

IHM Leadership Arrangements

The Institute of Healthcare Management is pleased to announce that it will be strengthening and extending its operational and governance arrangements from 1st October 2019 with the appointment of a new Board. From 1st October'19

4 October 2019|

New sources and methods transforming GDP

The Office for National Statistics has today published indicative revisions to quarterly gross domestic product (GDP) for 1997 to 2016 that will first be included in headline estimates from the end of September 2019. The

21 August 2019|