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10 minutes with Dr Rosalind Ranson, Medical Director for the Isle of Man and a Member of the BMA’s Committee of Medical Managers
  1. Sujala Kalipershad1,2,
  2. Rosalind Ranson2,3
  1. 1Tameside General Hospital, Ashton-under-Lyne, UK
  2. 2BMA CMM, British Medical Association, London, UK
  3. 3Department of Health and Social Care, Douglas, Isle of Man
  1. Correspondence to Sujala Kalipershad, Tameside General Hospital, Ashton-under-Lyne OL6 9RW, UK; s.kalipershad{at}

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Sujala Kalipershad is a surgical ST8 with an interest in healthcare leadership. She is currently undertaking her dissertation module of the Elizabeth Garrett Anderson Programme (Leadership Academy), culminating in a masters from University of Birmingham and University of Manchester. She was a medical leadership fellow (HEE NW), co-chair and specialty lead for surgery in the Junior Doctors Leaders Group (North Manchester General Hospital). She is a British Medical Association (BMA) NW JDC representative to the North West Regional Consultants Committee and visiting member of the BMA Committee of Medical Managers (CMM).


Dr Rosalind Ranson is the Medical Director of the Isle of Man Department of Health and Social Care, where they have eliminated SARS-CoV-2 virus. Her vast experience includes 26 years as a general practitioner, 9 years as a council member of the General Medical Council, 5 years as a commissioner on the Commission on Human Medicines and 2 years as a national professional advisor to Care Quality Commission. The challenges of obtaining good, consistent care for her father-in-law, following his devastating stroke in 2011, brought a realisation that greater influence arises from strong medical leadership. In 2012, she commenced her ‘Medical Director’ career, was subsequently awarded a Faculty of Medical Leadership and Management Senior Fellowship in 2019 and is a member of the BMA CMM.

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What are the key leadership messages you want to get out to the BMJ Leader readership?

Medical leadership can be a powerful tool. It centres around the team and the strategy. Be truly accustomed with your sphere of influence and actively listen to others.

We are all members of multiple teams. The medical leader needs to always consider whether the correct teams are in place for a well-governed system, capable of delivering the strategy. The leader and each team member is equally important, but collectively, the whole really is greater than the sum of its constituent parts. The key to …

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  • Author note Interview Date: 31 January 2021.

  • Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

  • Competing interests None declared.

  • Provenance and peer review Not commissioned; externally peer reviewed.