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Healthcare | Leadership & Communication
8 Aug 2024, by Amy Sarcevic
In her first week at her first role in the operating theatre, Charmayne Thompson recalls being told by a surgeon she was, “the most incompetent nurse he had ever worked with.”
Brought up with a resilience mindset, Ms Thompson ignored her impulse to leave, and kept going in the role.
More than twenty years later and Ms Thompson is glad she did. Flourishing not only in that position, she went on to scale her career ladder at an impressive pace.
Today, Ms Thompson is Director of Clinical Operations at Adeney Private Hospital, a leadership coach, and a renowned advocate for positive working cultures.
Ahead of the Operating Theatre Management Conference, she shares some tips for healthier workplace dynamics.
Know your team’s ‘why’
A crucial part of Ms Thompson’s leadership – and one of her favourite aspects of the role – is getting to know staff as valued team members, and understanding why they chose their vocation, she told Informa.
“It’s so important to know why people have gone into nursing/healthcare and why they have come to join our teams. Knowing what motivates people to get out of bed in the morning can help you bring out the very best in them,” she said.
Ms Thompson also takes time to know people when hiring new team members. In her current role in recruiting for a new green-field project, Charmayne is looking to hire those who are a “cultural add”, rather than a “cultural fit”.
“Every new hire should bring something fresh to your team. This is how we create dynamic, diverse and inclusive workplaces – instead of perpetuating stagnant cultures,” she said.
Focus on leadership styles (including your own)
In healthcare, people are often promoted to managerial positions without managerial experience – and Ms Thompson believes more is needed to support this transition.
“Usually, it’s the case that someone has been a nurse for many years and is great, clinically, at what they do, so they get promoted. But they often feel overwhelmed once in a new role that demands management of KPIs, rather than direct patient care.
“I know several fabulous clinicians who have been thrust into a senior role and expected to perform data analysis, set budgets and manage revenue. I’m not saying we shouldn’t promote good nurses into managerial roles, but rather equip them better for the transition.”
Ms Thompson also recommends that leaders continually interrogate their own leadership and ensure their personal values are aligned with that of employers.
“Taking an inward look and assessing whether you are the right fit for your workplace and team. It’s uncomfortable to do this at times, but this discomfort will inevitably assist you to grow and help you succeed.”
Don’t permit toxicity
In occupations where expert clinicians are hard to come by, Ms Thompson says it may be common to turn a blind eye to toxic workplace behaviours.
“Both our VMOs and our highly skilled staff are an asset to any operating theatre/organisation. Behavioural management is always challenging, but it must be part of every manager’s toolkit.”
Leaders also need to analyse the impact of toxic behaviours on staff, clinical risk, and the overall staff and patient experience.
“Is your risk of adverse outcomes increased? Is your recruitment and retention of others impacted by same. There is direct correlation between the culture of a workplace and the key measures we are trying to achieve.”
Support workplace fatigue
Ms Thompsons says the whole healthcare industry is “doing it tougher” at present, with staff shortfalls and pressure to hit revenue and throughput targets. In this climate, clinicians are often asked to do more with less, heightening the risk of burnout.
“In all clinical areas, you are putting out spot fires every minute of every day. Our people are exhausted.
“As managers, we need to acknowledge our current climate and our staff’s fatigue. Work with executive around strategies to combat this and perhaps most importantly ensure your staff are aware of their value to you as a manager.
“A simple thank you and acknowledgement for their hard day’s work, provided at every available opportunity goes a long way.”
Create alignment
As a sector that tends to operate in silos, Ms Thompson says creating alignment is important for team-building – one of the key pillars of healthy working cultures. She says tackling shared challenges is one way to create alignment, as demonstrated throughout the pandemic.
“COVID was an incredibly stressful time for both the public and private sectors. However, at its peak it demanded that we all come together – sometimes operating well outside our comfort zones – to deliver care as an aligned healthcare sector. The effect this had on team building and working culture was palpable.
“I think we should bring these values forward,” she concluded.
Further insight
Sharing the highs and lows of her leadership journey – and expert tips on how to build confidence in leadership and positive working cultures – Ms Thompson will present at the upcoming Operating Theatre Management Conference, hosted by Informa Connect.
This year’s event will be held 21 – 22 August at the Aerial UTS Function Centre Sydney.
Informa Connect Australia is the nation's leading event organiser. Our events comprise of large scale exhibitions, industry conferences and highly specialised corporate training.