Partners in trust

‘Trusting blindly can be the biggest risk of all.’ (Pru Hobson-West)

Health and social care professions in the UK and beyond are facing unprecedented challenges. Time and again, I hear from clients – from senior leaders through to frontline staff – how they are struggling to cope with increasingly unrealistic expectations combined with hopelessly inadequate resources to meet the demand. The most common underlying questions they raise are, ‘How can I, we, sustain this?’ or, in a weary voice, ‘Is it possible to sustain this?’

There are multiple and intersecting underlying causes including political shifts in policies and priorities, underfunding in critical areas and significant staff shortages, including a shortfall in those entering the nursing profession. This is compounded by stress and burnout, leaving vacancies that add to the pressure on those needing to cover, creating a cascading effect. Add to that an ageing population with complex needs and escalating public demand.

That’s the macro-systemic level. Imagine now your friend, or relative, is admitted to hospital. You want to believe they are in safe and competent hands. Everything within you tells you to ‘trust the professionals’. It’s partly a learned cultural narrative. It’s also a way of defending ourselves against anxiety. After all, to consider the alternative is terrifying. It relieves us of responsibility and places it squarely in the hands of a system. That helps us to sleep better too.

So, I ask the professionals – ‘What do you say?’ ‘Firstly,’ they advise, ‘Show professional respect: staff often have years of studies, training and experience behind them.’ ‘Secondly, show human empathy: we’re often working long hours, understaffed and exhausted.’ ‘Thirdly, show personal agency: don’t imagine we’ll always know, notice and do everything that’s needed – that’s naïve. Work with us. Advocate for your friend or relative. That’s what we need too.’