Oonagh Smyth, Chief Executive at Skills for Care, talks about taking a people-first approach to leadership and culture and how this benefits care.
Prioritising people over process is right at the heart of exceptional care. We often hear the term ‘person-centred care’ used to describe care that focuses on supporting the needs of the individual. In most cases, we think about this as meaning that our approach to care should be guided by both the specific requirements of that supported person and best practice.
However, what I feel is sometimes overlooked is how this model should be applied to care leadership. To get the best out of our colleagues, we need to take a person-centred approach to managing and supporting them. A leader that inspires confidence and enables people to perform their best is one that considers the needs of the individual while using their experience and knowledge as a guide, rather than rigidly applying rules or treating people without consideration for their differences.
Perhaps the most obvious way in which a leader does this is through the culture they create within the workplace. Leaders play a crucial role in shaping and maintaining a positive workplace culture that reflects proper care values. They do this by role modelling positive, inclusive behaviours. Leaders set the tone for what is expected within a team – when they consistently demonstrate compassion, collaboration and person-centeredness, they reinforce the right cultural behaviours.
This means adapting our approaches to suit the needs of different people and teams. By taking the time to understand each colleague’s personality, qualities, and circumstances, leaders can ensure that expectations are clear and achievable for everyone in a way that is realistic. This avoids setting standards that are unachievable for some people based on aspects of their character or experience that they cannot change, such as neurodiverse staff.
Creating an open and collaborative team culture is another vital aspect. Leaders should encourage leadership at all levels, where team members feel empowered to support one another, uphold standards, and raise concerns when colleagues may need help or are not meeting expectations. This mutual accountability fosters a stronger, more connected team.
A compassionate learning culture also plays an important role. As leaders, we must create psychologically safe environments where staff feel comfortable admitting mistakes without fear of judgement. I am the first one to admit when I have made a mistake or where I have more to learn – it is really important. Knowing that they are supported to learn and grow from these experiences helps improve both confidence and practice.
Finally, compassionate leadership should extend to supervision and one-to-ones. Leaders should pay attention not only to what staff are doing, but also how they are doing it. This involves recognising when someone may be struggling and offering support to improve their wellbeing and performance. Where possible, we should try to be proactive in helping those with specific challenges. This is what it means to prioritise people over process as a leader.
When we adopt this style of leadership, not only does it create a workplace where staff are more likely to be retained, but we create a culture that imparts the person-centred ethos that we should be prioritising in care. In turn, this is passed on to those who are supported by care organisations, as staff are happier during their work, under less pressure and typically more open to coming up with new and innovative ways to work together to deliver the best support possible.
