Gifty Markey
North Bristol NHS Trust, United Kingdom
Abstract Title: “Yes You Can”: A solution focused model for developing inclusive leadership and career progression for nurses and midwives from minoritised ethnic backgrounds in North Bristol NHS Trust
Biography:
Gifty Markey is Associate Chief Nursing Officer for Mental Health , Learning Disability, and Neurodiversity at North Bristol NHS Trust and Joint Chair of NHS England’s CNO/CMO BME Strategic Advisory Group . With over 23 years of leadership across five NHS organisations, she trained as a Registered Mental Health Nurse in the UK at UWE Bristol, after she studied BA.(Hons) English and Theatre Arts at the University of Ghana and later completed an MSc in Leadership at UWE Bristol . A Florence Nightingale Foundation Senior Scholar, she sits on the CNO of England’s Strategic Advisory Board . for professional Strategy. Gifty is Director-at-Large for the Ghanaian-Diaspora Nursing Alliance UK and recently contributed to a publication on reasonable adjustments in cancer pathways: https://www.sciencedirect.com/science/article/pii/S2213538325000852
Research Interests:
Keywords: Inclusive Leadership, Career Progression, Minoritised Ethnic Nurses, Leadership Development Programme, Equity in Workforce
Although 28% of the NHS nursing and midwifery workforce identify as Black or from other minoritised ethnic backgrounds, only 16.5% progress into senior or board-level roles. Persistent disparities in bullying, discrimination, and access to professional development continue to constrain career advancement. In response, North Bristol NHS Trust developed the “Yes You Can” programme, a structured leadership and talent development initiative designed to address inequities and create psychologically safe spaces for growth.
Evaluation data were collected from 39 participants through written career reflections and structured feedback sessions, providing qualitative and descriptive insights into experiences of leadership development. Using inductive thematic analysis, reflections were coded to identify recurring patterns relating to perceived barriers, supportive conditions, leadership identity formation, and shifts in agency. Themes were triangulated with facilitator observations to enhance rigour and interpretation.
Concrete outcomes demonstrate impact beyond self reported confidence. Participants achieved internal promotions, secured acting up opportunities, increased applications for senior roles, and improved completion of CPD and leadership programmes. Retention among participating cohorts also strengthened over the three years. These measurable indicators suggest enhanced capability, visibility, and preparedness for progression. The model has since been adopted by another organisation in the region, demonstrating transferability. Its low cost structure, reflective practice components, and repeatable evaluation process offer a scalable approach for organisations seeking to improve equity in leadership pipelines for minoritised ethnic nurses and midwives.
In conclusion this programme demonstrates that structured, culturally sensitive leadership development can measurably strengthen career progression, confidence, and retention, offering a scalable model for improving equity and advancing minoritised ethnic nursing leadership.
