As a Senior Registrar responsible for a busy Clinical Unit, I enrolled in this programme to enhance my leadership of a complex, high-stakes multidisciplinary team. The Compassionate Leadership Programme provided me with an essential framework, shifting my perspective from purely clinical command to inclusive, system-wide leadership.

 

Module 1 – What Compassionate Leadership is and why it matters established why compassion matters, a concept sometimes lost in the pressure-cooker of critical care.

 

Module 2 – Why compassionate leadership works provided the evidence that compassionate leadership is a necessity for patient safety and staff wellbeing, reducing errors and improving outcomes – a powerful motivator. The programme's core tools became immediately applicable.

 

Module 3 – How to create psychologically safe teams. The AUEH model (Attending, Understanding, Empathising, Helping) transformed my approach to daily work like ward rounds and handovers. I now consciously practice ‘Attending’ – pausing to notice non-verbal cues from nurses or other staff – which has helped me identify unspoken concerns early. Applying this to understand the perspective of a struggling trainee (Understanding & Empathising) allowed me to offer supportive supervision (Helping) instead of criticism, fostering a more open learning environment within our team.

 

Module 4 - How to lead inclusive and compassionate teams on inclusive teams was vital. Using the DAC model (Direction, Alignment, Commitment), I reviewed our MDT practice. Our Direction (patient survival/recovery) was clear, but Alignment between medical, nursing, and therapy roles is sometimes blurred. I aim to initiate brief, focused MDT huddles to clarify daily goals for each discipline, significantly improving coordination. The concept of being an "inclusion ally" has made me more proactive in amplifying the voices of junior nurses and students during family meetings.

 

Module 5 – How to lead compassionately across boundaries resonated deeply. Leading across the PICU-ward interface and with tertiary services requires system leadership. I will use the "Curiosity Curve" before challenging conversations with consultant colleagues or external teams, moving from "confident dismissal" to "cautious openness," which will improve collaboration and patient transfer processes.

 

Module 6 – How to lead compassionate change equipped me to lead change. To implement new guidelines, I will be using Kotter’s 8-Step Model, forming a "powerful coalition" including lead pharmacist and nurse specialist to drive adoption. I also now recognise the J-Curve of performance dip after change and can anticipate and support my team through it. Additionally, the RAIN technique (Recognise, Allow, Investigate, Nurture) for self-compassion has been a vital tool in managing my own wellbeing after particularly difficult cases, ensuring I can continue to lead effectively. My plan is to formally introduce the "Temple of Planning" to MDT to co-design our quality improvement projects.

 

This programme has equipped me to lead my unit with a courageously compassionate, evidence-based approach that benefits patients, the entire MDT, and myself.

 

For more information about the IHSCM Compassionate Leadership Programme, and to enquire about the next cohort start date, please contact Sue Jones, Director for Social Care: sjones@ihm.org.uk