We are UHB: Robbie Harley, Senior IT Service Operations Manager

University Hospitals Birmingham NHS Foundation Trust runs Good Hope, Heartlands, Queen Elizabeth and Solihull hospitals, the Birmingham Chest Clinic, and Solihull community services.

When I first started working in IT support straight after school, I had no idea where the journey would take me. Looking back now, after years of working in different industries, from Motability Operations to Airbus, Imperial Tobacco, the NHS, and most recently in the global service centre at Marie Stopes, one thing stands out above all else: the importance of people in every organisation.

I’ll admit, when I first joined the service desk, I wasn’t thinking about leadership. It was a role that just seemed like the next logical step at the time. But as time passed, I started to notice patterns in the way teams worked (or didn’t work), and how leadership – or the lack of it – could make all the difference.

It didn’t take long for someone to see something in me and ask if I would be interested in stepping up as a team leader. At the time, I wasn’t sure I was ready, but that moment sparked a journey into management that eventually shaped the way I approach leadership today.

I had the privilege of working at Motability Operations, where people were at the core of everything they did. They weren’t just focused on getting the job done – they truly cared about their staff. That kind of environment made a lasting impact on me, and I carried those lessons with me into every role that followed.

From Motability Operations, I moved on to Airbus, then to Imperial Tobacco. It was quite a different world. But no matter where I went, the core principle I kept coming back to, was the same: it’s not about being in charge, it’s all about the people.

In the corporate world, there’s a lot of talk about “people” and “culture,” but I’ve found that not all organisations truly live and breathe those values. It’s easy to say the right words in a meeting, but it’s much harder to make them a reality day in and day out. As I progressed in my career, I found that genuine leadership isn’t about having all the answers. It’s about listening to people, understanding their needs, and creating an environment where they feel valued.

When I first joined the NHS, the environment was very much one of “keep the lights on” without much focus on team wellbeing or individual growth. In fact, when I started, many of the staff had never had one-on-ones with their managers or performance reviews. There were no appraisals, no discussions about career development, just work to be done.

That was a turning point for me. I knew that if I was going to make a real impact, I had to start with people. So, I made it a point to talk to every person I could, from frontline staff to senior leadership. I wanted to understand what they needed, what challenges they were facing, and how I could support them.

One of the most valuable lessons I’ve learned is that IT support teams – those “silent heroes” in the background often don’t get the recognition they deserve. These teams are responsible for keeping the wheels turning: fixing computers, maintaining infrastructure, answering calls. Without them, nothing works. But too often, their work goes unnoticed.

At UHB, for example, I saw first-hand how challenging it can be when support staff aren’t given the tools or the appreciation they need. It’s easy to overlook their importance, but without them, the whole system would crumble. I made it a priority to shine a light on these teams, acknowledge their hard work, and create an environment where they felt valued and heard.

One of the simplest things I did was start with small, but meaningful, gestures to show appreciation, making sure I shook hands and thanked everyone at the end of the year, combined with a tub of chocolates here, a thank-you note, there. It didn’t take much, but it made a world of difference. It also helped shift the culture. Suddenly, people felt like their work mattered, and that recognition went a long way in boosting morale.

I’ve always believed that a good leader is someone who empowers others, and that starts with creating a supportive environment where people feel safe to express their ideas and concerns. When I joined the Trust, the first thing I did was look for ways to improve the structure. One of the first changes was implementing a consistent system of one-on-ones and performance reviews – something that was missing before. I also made sure that managers took the time to connect with their teams on a personal level. It’s not just about delivering on tasks; it’s about creating a culture of trust and openness.

Over time, these changes began to show results. We reduced call wait times dramatically, improved customer satisfaction, and most importantly, I saw staff members start to feel more engaged and supported. But none of this would have been possible without the team’s hard work and dedication.

Through all these experiences, one thing has become clear to me: leadership is about people. It’s not about titles or making the big decisions. It’s about taking care of the people who make everything happen. If you can create an environment where people feel valued, heard, and empowered, you’ll see amazing things happen.

Leadership isn’t always about grand gestures or sweeping changes; sometimes, it’s the small, everyday acts of appreciation and empathy that make the biggest impact. Whether it’s a quick check-in with a colleague or making sure your team has the resources they need to succeed, those actions speak louder than any policy or email could.

If there’s one piece of advice, I’d give to anyone stepping into a leadership role, it’s this: be yourself. Don’t try to emulate someone else’s style or follow a one-size-fits-all approach. Trust that the qualities that got you noticed in the first place, are the ones that will carry you through.

Leadership is a constant learning process. I’m still learning every day. But what I’ve learned for sure is this: the people you lead are your greatest asset. Take care of them, and they’ll take care of everything else.

If you are inspired by Robbie, and would like to join #teamUHB, visit our Jobs website to see all our current opportunities:

If you are inspired by Robbie, and would like to join #teamUHB, visit our Jobs website to see all our current opportunities: