Leading Change Together: Psychological Professions in Children & Young People’s Mental Health – A Leadership Reflection

Catherine Gallop, Co-Chair of the PPN South West

As members of the Psychological Professions Network working with children and young people, we know that working in children and young people’s mental health is a privilege but can also be a space where the pace of change can feel relentless. Children and young people’s services are evolving rapidly; new models of care, integrated pathways, digital interventions, and a growing emphasis on prevention. These shifts can be daunting, but they also bring opportunities for innovation and creativity and highlight the importance of psychological leadership at all levels. The Psychological Professions Vision for England is a shared framework that aims to maximise the collective impact of psychological professions across the NHS. It calls for psychological approaches to be embedded throughout healthcare: tackling inequalities, supporting prevention, and empowering communities. For children and young people’s services, this means ensuring psychological thinking and leadership is central to everything we do.

As Co-Chair of the Psychological Professions Network South West (PPNSW), I’ve seen firsthand how regional and national leadership can drive forward change and innovation in children and young people’s services. It remains a privilege to work alongside colleagues who are passionate about embedding psychological approaches into all aspects of care for children and young people and supporting the development of the workforce across systems has required not only strategic coordination but also a deep commitment to collaboration. Whether you are a psychologist, psychological therapist, or one of the growing numbers of psychological practitioners, such as CWPs or EMHPs, your role is central in continuing to shape the care of children and young people. As the Vision reminds us, our collective impact is greatest when we all lead with purpose, collaborate across boundaries, and keep the needs of young people at the heart of everything we do.

The Vision set out a bold ambition: to support the significant growth of the psychological workforce, embed psychological approaches across the NHS, and tackle health inequalities head-on. For children and young people’s services, this has meant more early intervention, more community-based support, and more psychologically informed systems. It has also meant continuing to embrace new roles, new models, and new ways of working. In my role working with BPS and BABCP, I’ve been actively involved in supporting course accreditation and practitioner registration. These processes are more than administrative outputs, they are crucial in ensuring quality, consistency, and professional identity across the psychological workforce working with children and young people. They help us build a system where all psychological professionals feel confident, supported, and recognised. It’s a testament to all our Clinical Educators in services and HEIs that this has been possible. As a leader in Higher Education, overseeing postgraduate clinical training, I am also acutely aware of the importance of preparing future professionals for this evolving landscape. Our training programmes must not only equip trainee Psychological Professionals with effective clinical skills but also foster adaptability, resilience, and a commitment to equity. We continue to work together to shape the next generation of psychological leaders, and that responsibility is both humbling and energising.

Of course, change isn’t always easy. It can stir up uncertainty, resistance, and fatigue in us all. But psychological professionals working with children and young people are uniquely equipped to lead through it. We understand systems, relationships, and the emotional impact of transition. We also know how to hold space for reflection, foster resilience, and build trust. An example is the expansion of Mental Health Support Teams (MHSTs) in schools. It’s a fantastic opportunity to reach young people earlier and more effectively, but it also requires thoughtful leadership; supporting the development of new teams, ensuring supervision structures are robust, and ensuring collaboration across systems that may have traditionally been fragmented, with structural boundaries impacting on joint working. As PPN members working with children and young people, we have a shared responsibility to support each other through these shifts by:

• Championing co-production with young people and families
• Creating reflective spaces for teams to process change
• Advocating for career development and supervision for all psychological professionals
• Communicating clearly and often, even when the path ahead is uncertain
• Stepping in to lead within our own sphere of influence to improve practice

Change can be tough, and we all need time, support, and understanding but it can also bring us energy and fresh ideas. I’ve seen this first hand; how innovation can unlock new ways of working and lead to clearer, more meaningful outcomes for the children, young people, and families we serve. That’s what continues to inspire me, through these ever-changing times!