22 | Nursing in Practice | Winter 2022 |
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There are three predominant myths that surround the idea of compassionate leadership ; unpicking them can be valuable in terms of defining the term itself and in clarifying how nurses can use this attribute in practice . |
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MYTH 1 Compassionate leadership requires nurses to keep the patient happy by giving them what they want According to West 3 , ‘ compassion is sensitivity to suffering in others with a commitment to try to alleviate it ’. This makes clear that the aim is to help those in distress . However , for nurses in community practice , the concept of suffering has to be understood in a broader context .
Suppose a family member has requested three extra daily visits from the community nursing team for an elderly relative who is already receiving adequate care . If the team leader agrees to the extra visits it will compromise the team ’ s ability to provide home visits for other patients .
It is true that a compassionate leader is sensitive to suffering and is committed to alleviating it . However , for nurses , this may not simply apply to the person in front of them but to the wider service . The family member may want the extra visits but , providing the patient is being adequately cared for , compassion in this case will involve consideration of other patients . While it may not be easy for a nurse to say no the person in front of them , they will demonstrate compassionate leadership by balancing the needs of the community as a whole .
MYTH 2 Challenging a colleague about standards of practice and behaviour is never an act of compassion , especially if they are likely to become upset It is never pleasant to see somebody become angry or upset as a result of a conversation we choose to have with them , but this isn ’ t a good enough reason to avoid doing so when important principles are at stake .
Having the courage to hold conversations with colleagues about their performance , if done correctly , is a compassionate action . We must have the emotional intelligence to recognise any benefit accrued from the conversation will not always be instantly visible , but that our duty of candour compels us to intervene .
Speaking to someone about poor performance does show compassionate leadership , for three main reasons :
• Reason one – If no one tells a nurse they are not performing to the right standards , they are denied an opportunity to learn , grow and excel in their practice . Their mistakes may continue and potentially cause suffering to patients and colleagues . A compassionate leader looks at these potential impacts from all angles and takes action by having conversations to prevent the problems they may cause .
• Reason two – Imagine a reception worker in a GP practice has poor personal hygiene . If the problem is left unchecked indefinitely , the receptionist is likely to be the victim of cruel remarks behind their back , the subject of complaints by colleagues and potentially be socially ostracised . A compassionate leader will protect the receptionist from this humiliation by having the uncomfortable conversation with them . Compassion in this case is recognising that the short-term discomfort of broaching a difficult topic will help resolve the issue and prevent distress for the receptionist and their colleagues .
• Reason three – When poor standards of behaviour and practice are called out instead of tolerated , a ‘ just and fair ’ culture is created . This in turn enhances psychological safety and improves workplace morale and
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Compassionate leadership can be embedded in the culture of an organisation , and in the way people interact on a daily basis
References 1 NHS England . People Plan for 2020 / 21 – action for us all . London : NHSE , 2020 2 Trzeciak S and Mazzarelli A . Compassionomics : The Revolutionary Scientific Evidence That Caring Makes a Difference . 2019 . Pensacola , US : Studer Group . 3 West M . Compassionate Leadership : Sustaining Wisdom , Humanity and Presence in Health and Social Care . 2021 . London : Swirling Leaf Press . 4 Dekker S . ( 2017 ). Just Culture : Restoring Trust and Accountability in Your Organization . 2016 . Boca Raton , US : CRC Press . 5 GPs are at “ breaking point ” and in need of respite , leaders warn . BMJ 2021 ; 373 : n1139
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motivation . 4 Simply put , staff like working in an environment where rules are fairly and consistently applied , and suffer in environments where this is not the case . Compassionate leadership requires the setting of boundaries , upholding of standards and promotion of good practice among staff . Leaders who do this create a positive workplace with mutual support among staff . |
MYTH 3 Compassionate leadership superficially focuses on staff : it doesn ’ t change the things that matter in organisations As mentioned above , the definition of compassion has the easing of suffering at its heart . Currently , staff workloads and burnout levels are extraordinarily high . 5 Compassionate leaders work co-operatively and collaboratively , creating the conditions for a culture that is appreciative , caring and rewarding for staff .
Clearly , senior leaders need a deep understanding of the principles of compassionate leadership and a , www strategy to instill them in practice . However , the idea that compassionate leadership only relates to individual conversations and interactions is false . It can be embedded within the culture of an organisation , in the way that staff are managed , the way that staff are appreciated , and the way that people interact with one another on a daily basis .
If organisations commit to compassionate leadership at all levels , a total overhaul of working practices and management techniques is likely to be required . Radical change and compassionate leadership go hand in glove .
Compassionate leadership is a vast topic underpinned by extensive scientific research . It has been proven to save money , improve staff wellbeing , improve quality of care for patients and save lives .
Defining some basic principles and dispelling the myths that surround the concept are small but significant steps in working towards developing an approach where all staff share in a compassionate leadership approach to practice . This will help nurses to link their daily behaviours with the objectives of the NHS People Plan and support them as they work in the community and GP practices at a challenging time .
Richard Burnell is a trainer in the NHS and a specialist in conflict management , leadership development and effective communication for health professionals
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