Conducting an Executive Search to appoint a transformational nursing leader to drive strategic reform across health network services. Lead improvements in patient care standards, safety, and experience, while embedding evidence-based practice.
The appointee brings international experience in public and private health.
The Brief
Future Leadership has developed a significant relationship with this state government health department having appointed multiple C-suite and Executive Director positions within the state’s health networks. With a strong understanding of the health environment Future Leadership was engaged to conduct the search for the Executive Director Nursing & Midwifery.
This is a pivotal executive leadership role accountable directly to the Chief Executive Officer. The EDONM holds strategic and operational responsibility for Corporate Nursing and Midwifery Services and the Consumer Advisory Service. Externally, the EDONM maintains collaborative relationships with other Local Health Networks, the Department of Health and Wellbeing, universities, research institutes, and professional and industrial bodies. The position demanded a leader capable of navigating complex stakeholder environments and influencing across systems. Key challenges for the appointee includes managing workforce wellbeing, industrial relations, financial stewardship, and supporting ageing infrastructure. The EDONM must also lead improvements in patient care standards, safety, and experience, while embedding evidence-based practice.
Candidate net Promote Score
Future Leadership combines truly personalised relationships with innovative technology solutions to ensure an approachable and efficient process for all our Net Promoter Score across clients, successful candidates and unsuccessful candidates is well above industry standard.
Candidates supported every year
We maintain genuine relationships with past candidates and continue to support them with leadership solutions long term, after they land their role.
Senior Women Appointed since 2002
Over half of the executive search assignments undertaken by our team have resulted in the appointment of outstanding female or LGBTQI+ leaders to high profile roles.
Candidate Retention Rate for 12 months since 2002
Our thorough briefing process and ability to engage passive candidates mean that we go to great lengths to find the right person for the role – long term!
The Process
In completing the search, Future Leadership allocated dedicated team comprising a lead consultant and specialist researcher. Dedicated project management and administration support was provided to both the consultants and key stakeholders at the health service. Key steps included:
- Briefing and Strategy Development:A comprehensive briefing with the CEO and Chief People Officer identified the health service sought to appoint a collaborative and innovative senior executive to ensure the delivery of safe, high quality and compassionate care and clinical excellence. This critical position leads a broad and multifaceted portfolio focusing on professional leadership and governance, practice development, capability planning and delivery, and continuous improvement. During the briefing six capabilities were selected from the Future Leadership Capability Framework (FLCF). Those capabilities deemed most relevant to the core requirements for success were chosen.
- Targeted Candidate Search: The search process focussed on high calibre candidates, with proven and specific experience gained in large public health services or private health services. With the appointment being made at a time of strategic transformation, the search focussed on identifying a visionary leader who could balance professional advocacy with executive accountability to drive innovation and excellence in nursing and midwifery. The Future Leadership Team leveraged well established referral partner networks to obtain recommendations of qualified individuals. The span of the search extended to include aligned international candidates who held an interest in relocating to Australia. The search process was supported by an online advertising campaign.
- Candidate Assessment: Candidate applications were assessed against the identified selection criteria prior to participating in a first round behavioural interview with a Future Leadership consultant. Interview questions were not only focussed on prior experience and motivation, but also to assess alignment to the selected capabilities from the FLCF. Shortlisted candidates were invited to completed a psychometric assessment to provide additional information for the selection panel.
- Final Evaluation: Future Leadership presented a targeted shortlist of candidates, with submitted reports including a written report on the outcomes of the psychometric assessments. A Future Leadership organisational psychologist participated in the shortlist meeting, providing the selection panel with a comprehensive debrief on the assessment results. During the panel interview candidates delivered a prepared presentation on their strategic vision for nursing and midwifery. The panel was keen to understand how they would balance professional leadership and advocacy their executive responsibility to deliver on the health service’s broader strategic and operational priorities.
Emerging Capabilities
Adaptability and Resilience
Demonstrates positivity, curiosity, and the ability to pivot when confronted with change, pressure, adversity and disruption.
Responsive to strategic environmental, social and corporate challenges and opportunities.
Initiative and Drive
Identifies and implements improvements to the organisation, delivers high quality work, sets and achieves short- and long-term goals for both personal and work outcomes.
Develops and delivers organisational change initiatives.
Culture and Engagement
Fosters a positive culture, creating a sense of belonging and inclusiveness. Creates an environment that encourages diverse perspectives and facilitates a psychologically safe environment.
Communication and Influence
Articulates messages with clarity and impact to build understanding, inspire action, persuade others and enable information exchange. Considers the audience and draws on different styles to create impact.
Stakeholder Relations
Establishes rapport with stakeholders, builds and sustains trusted and collaborative relationships.
Identifies and draws on relevant and diverse perspectives and integrates them to support productive interactions.
Systems Thinking
Views situations in their entirety, understanding all the parts at play. Identifies the interconnected factors and how they influence each other, impacting the whole system. Takes a strategic perspective.
The Outcome
The search spanned both local and international candidate pools, with an appointment confirmed to commence in late 2025 The appointee brings over 35 years extensive senior management experience within large healthcare organisations, underpinned by over five years of post-registration practice as a nurse or midwife. Their career is marked by a strong track record in leading complex projects from conception through to implementation and evaluation, particularly during periods of significant organisational change. They have successfully driven strategic planning, policy development, and innovative program delivery at senior levels, with a focus on improving effectiveness and accountability.
With demonstrated excellence in communication, conflict resolution, and negotiation, the appointee has a commitment to staff development and leadership capacity building. Their achievements include deploying professional development and clinical practice improvement strategies, enhancing organisational performance, and fostering a culture of continuous improvement. The selection panel are confident the appointee is well-equipped to balance strategic and operational imperatives, apply political and business acumen, and maintain strong collaborative relationships across diverse stakeholder groups
