Leading with Care When the System is Under Strain

Leadership in healthcare is not for the faint-hearted.

It is now over half way through the year and I am sure that during this time you are have been navigating complex client needs, changing policies, budget constraints, and exhausted teams alongside the ongoing and difficult realities of working in the health and community sector. Some days it might feel like all you can do is keep things afloat.

However, leadership is not only about being in charge. It is about taking care of those in your charge.

You might not be able to fix funding models or solve systemic deterioration, but you can shape the culture your team experiences every day. And culture is key.

Culture shapes how people feel at work; how safe they feel to ask for help; whether they feel comfortable investing in themselves as a learner; whether they invest in building goodwill with their colleagues, whether they burn out in silence, reach out early or whether they stay or go.

Psychological safety does not happen by accident. It is created through the intentional day-to-day actions of leaders.

Here are some ways you can use your influence to lead with care and sustainability in your workplace.

Model What You Want to See

Your team is watching you more closely than you think.

• If you respond with calm under pressure, they will understand it is possible to manage stressful situation.

• If you respect your own boundaries and practice self-leadership and self-care, they feel safer to respect theirs.

• If you acknowledge your mistakes, they feel less fearful to bring theirs forward.

Ask yourself:

• Am I sending emails out of hours?

• Am I taking my breaks and encouraging my team to take theirs?

• Do I speak up when something is unfair?

• Do I acknowledge challenges and ask for insight and ideas?

Have Regular, Reflective Check-ins

Many leaders are time poor. But even 15 minutes can make a difference.

Schedule short, reflective 1:1s with your team that aren’t just about KPIs. Use these times to ask:

• What’s been weighing on you lately?

• What’s one small change that would improve your week?

• What do you need more of right now?

These check-ins will build trust, improve retention and reduce the risk of burnout as they provide your team a safe space to surface issues before they escalate - your team will feel seen, not just managed.

Set a Culture of Realistic Expectations

Much of the burnout in healthcare stems from unreasonable expectations. You can shift that dynamic.

• Acknowledge what's not possible, instead of pretending everything is possible

• Celebrate progress, not just outcomes

• Focus on value, not volume

Support Professional Supervision and Reflective Practice

In tough systems, supervision is a lifeline. Encourage your team to access reflective supervision—not just case discussions or line management. Advocate for protected time, especially when everyone is busy!

You can also bring reflective practice into your team meetings:

• Start with a check-in question (e.g. "What’s one thing you’re proud of this week?")

• End with a moment to reflect on what felt meaningful or hard

• Acknowledge emotional labour alongside clinical complexity

Upcoming public training programs

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