From Humble Beginnings to CIO
Nick Black’s career in the NHS began rather humbly – with a six-month temporary contract as a Band 3 in IT support after completing his degree in IT. Little did he know then that this was the start of a rewarding journey that would see him rise through the ranks to become a Chief Information Officer.
He took that opportunity and ran with it, getting offered a permanent role and pay rise within those first six months. From there, he gained experience across different NHS organisations, from acute trusts to mental health trusts, community services, and more.
This diverse experience across different parts of the NHS system was invaluable for Nick’s growth. “It gives you that breadth of experience when you’re dealing with different sort of patient types as well,” he explains. By mid-April 2024, his wide-ranging background had prepared him for his latest role as CIO at Tees, Esk and Wear Valleys NHS Foundation Trust, a mental health trust.
Discovering the Importance of Allyship
As Nick progressed in his career, he started to reflect more deeply on the experiences of the people around him and how he could support their growth. “It’s that working with or listening to people, understanding what I can do to help, what they need, and how I can support people, and encourage people to progress.”
This realisation led him to think carefully about the concept of allyship. To Nick, being an ally means “trying to… put yourself in somebody else’s shoes and trying to understand the world from another perspective.”
One powerful way Nick has demonstrated allyship is through volunteering as a youth football coach and school governor. Speaking about his football coaching experience, he says:
“You’re looking at the physical bit, the psychological bit, the social bit and the technical bits. The whole purpose of it is to recognise those four areas and look at how you can develop them and grow them, and support people to feel psychologically safe, develop socially and develop those skills.”
As a school governor, Nick made a conscious choice to focus on areas that would have the biggest impact on students, rather than more administrative matters. “I’m much more interested in the outcomes for the kids, and actually trying to make things better for people.”
Standing Up Against Marginalising Behaviour
While giving of his time is one way Nick exemplifies allyship, he also recoginises the importance of calling out marginalising behaviour in the workplace when warranted.
Despite the difficulty of such situations, Nick believes it’s crucial to remain true to core principles. “If you fall back on your core principles and you’re true to yourself, then you’ve got to do the right thing.”
The Importance of Perspectives and Co-creation
A key part of being an ally, according to Nick, is seeking out diverse perspectives – especially from those the organisation is meant to serve. He emphasises the value of “engaging service users, carers, partners, stakeholders, and having that conversation with people and listening to them.”
This commitment to co-creation can lead to powerful innovations that address real needs. Nick describes planning “a digital co-creation session set up with service users and carers in the room to talk about how we develop and co-create a digital pathway roadmap with them.”
Overcoming Imposter Syndrome
Even highly accomplished leaders like Nick can experience imposter syndrome at times. He recalls feeling it when asked to present at a conference, wondering “why does anyone want to hear what I’ve got to say?”
However, Nick overcame those doubts by reflecting on his wealth of knowledge and experience. “It’s interesting moving across to a new organisation. I’m coming with a fresh mindset – that’s really good, that’s not good, why are we doing that?”
Encouraging the Next Generation
Looking ahead, Nick is passionate about encouraging young people to explore digital careers in the NHS. He has been working with local colleges to develop apprenticeship programs that give students exposure across different organisations and sectors.
By providing these opportunities for hands-on experience, the NHS can position itself as an attractive option for the next generation of tech talent.
As his own career reaches new heights, Nick hopes to inspire other NHS leaders to be allies and champions for their teams and the communities they serve.
Through his words and actions, Nick Black offers a powerful example of what it means to be an ally – seeking to understand other perspectives, giving a voice to the marginalised, and paving the way for future generations. It is a mindset and commitment that will be crucial for creating a more equitable and innovative NHS.
