The current healthcare context is challenging. There are high levels of staff shortages in areas like maternity and A&E, and there is worldwide competition for staff. The World Health Organisation estimates that by 2030 there will be a shortage of 11,000,000 healthcare workers globally. In the UK, there are high stress levels, with around one in three staff reporting feeling burned out at work. This has real health consequences for staff, and so we are losing those who are finding work too stressful. Burnout also affects the quality of patient care. There are shocking inequalities in healthcare outcomes and in how staff are treated. This is in the context of increasing demands on health services from an ageing population. We have to transform how we manage and lead our health service organisations. The healthcare system is facing the biggest crisis I have seen in my lifetime. A MAJOR PROBLEM At the same time, there is a growing recognition of and commitment to developing compassionate, high- quality care cultures by embedding compassionate leadership at every level. So, although there is much darkness, there are also light spots, such as places that are putting our research into practice. Compassionate leadership must be at the heart of the changes we make. Why? Firstly, we know from randomised controlled trials and meta-analyses that compassion is the most important intervention we have available in healthcare. This is demonstrated in the effects of compassion in the treatment of longterm disorders like diabetes and HIV, of therapists’ compassion in mental health treatment, and compassionate care related to the longevity of patients with cancer. Secondly, when staff can deliver compassionate care, it has beneficial effects for their health and well-being. In trials with GPs and nurses, who are asked to be extra compassionate in their interactions with patients over a twoweek period, this has a significant impact on their own mental health, with lower levels of anxiety, stress and depression. When you ask patients what they want from healthcare professionals, they want compassion. They want professionals who will listen to them, who are present when they are having a consultation, not lost on their computers, who empathise with them, who care for them, and who are motivated to help them. We also know that there is an almost universal commitment among healthcare staff to high-quality compassionate care. When they see that the values of their organisation reflect that, then their engagement is much higher. When they hear leaders 8 |
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