Embedding compassionate leadership in general practice nursing

Primary care nurse lead Frances Baverstock argues that leading with empathy, connection and understanding is essential to reducing isolation, improving retention and building stronger, more inclusive teams. Here she provides her top tips for embedding compassionate leadership within general practice nursing.

I was a 23-year-old nurse with only two years of post-registration experience when I joined general practice. I needed a job that fitted in with my new life outside of London and as a new mum. I recall feeling lost, lonely, excluded and isolated during my first few years as a general practice nurse (GPN).

I missed the hustle and bustle of the hospital and I missed my team, my tribe. Despite working in a nice practice, I didn’t feel like I belonged.  It took me a over a year to realise that I loved my new role as a GPN, but I could have easily left.

I now work in Wales as a primary care lead nurse, with a large part of my role supporting those who are new to general practice nursing.

The principles of compassionate leadership have not only helped me settle into my role as a nurse leader, but has also given me the skills to create meaningful professional relationships with my peers and colleagues. Compassionate leadership has the power to reduce isolation, improve retention, promote inclusivity, celebrate diversity and create a positive workplace for everyone.

What is compassionate leadership?

As nurses we would think that we are all inherently compassionate. This is what we do, and why we are nurses. But, are we more compassionate to our patients than we are to ourselves or our teams?

We must take time with our colleagues to really listen deeply, be present in the moment and to understand and empathise with the challenges they face. We can then help others achieve by supporting and enabling them to reach higher and deliver the best quality care.

It is well documented that through compassionate leadership staff reach their full potential, feel motivated, engaged and have higher levels of wellbeing. Which will make a positive impact on those we care for.

We do not need to be identified as a “leader” to “lead compassionately”.

The importance of compassionate leadership in general practice nursing

Compassionate leadership is not an optional extra within general practice nursing. It is a practical, powerful, and evidence-based approach to creating healthier, safer and more fulfilling workplaces. By using compassionate leadership into our everyday work and home lives, we strengthen relationships and communication, but we also contribute to improved retention, reduced isolation, a more resilient workforce, and improved patient care. Compassion becomes the thread that connects people, values and purpose.

When we listen with fascination, understand one another’s perspectives and backgrounds, act with empathy and offer meaningful help, we create environments where everyone feels valued, respected and able to contribute. This is not limited by job title; anyone can lead compassionately. As we understand our own personalities, work styles and emotional needs, we become better equipped to lead authentically, support others thoughtfully, and create psychologically safe spaces where learning and growth can flourish.

It encourages us to challenge poor behaviour, celebrate strengths, recognise effort and nurture belonging. It also reminds us to be compassionate with ourselves; to rest, reflect and restore so that we can sustain our ability to care for others.

How to embed compassionate leadership and what to consider

Here I am going to outline some of the practical steps nurses can take to help embed themselves as compassionate leaders in general practice.

Finding your tribe

As general practice nurses, it is important that we discover and intentionally build professional relationships where compassion, shared values and psychological safety are lived and not just talked about. A feeling of belonging increases confidence, resilience, tenacity and improves wellbeing.

Help others to find their tribe

We must also create a place of work where everyone’s voice matters and has a sense of belonging. To belong we have similar or shared values, feel respected and connected. Thus, creating a psychologically safe space for learning, bravery and authenticity. We must also challenge poor behaviour and call-out those who bully, blame or exclude.

Look wider than your workplace for your tribe

Outside of the GP practice, it is helpful to connect with those who work within your Cluster, Primary Care Network or nationally, where compassion is both modelled and encouraged. You could utilise groups on social media, join the RCN GPN Forum or become an RCN activist – and focus on advocating for the profession more widely.

Embracing diversity and inclusivity

As compassionate leaders we should listen without judgement, help and empower all, challenge discriminatory behaviour and advocate for equity, whilst ensuring everyone feels respected and able to contribute. The NHS was built on compassion and inclusion providing free high-quality care to all who required it regardless of skin colour, ethnicity, background, religion or wealth. Without inclusivity we cannot be compassionate. Through encompassing the principles of compassionate leadership, we will value peoples lived experiences, recognise cultural and social differences and ensure decisions are inclusive and equitable. Inclusive and compassionate workplaces allow and encourage all to speak up safely, respond to concerns fairly and sensitively and learn from mistakes rather than blame.

Self-Compassion

Self-reflection, rest and time away from work is invaluable to enable recuperation and reduce the risk of compassion fatigue and/or burnout. Treat yourself with the same kindness, respect and understanding that you give to others. Give yourself time to rest, recuperate and restore.

And allow yourself time for breath in your daily life. You can use it before a clinic or after a consultation with a patient. I have used deep breathing with my team at the start of a meeting to gain clarity and clear minds, enabling all to be in the moment.

Recognising and rewarding others            

Recognition also contributes to staff wellbeing, motivation and creates a positive team culture, whilst reinforcing respect, kindness and professionalism. Compassionate leaders must notice the whole team as well as individuals’ contribution, they share positive feedback and recognise unseen work, whilst highlighting good practice.

Practical ways to recognise and reward members of your team

• Create a visual board where staff can leave messages or tokens of appreciation or gratitude.
• “Employee of the Month” certificates
• Nominate your colleague for a formal award
• Say “thank you” sincerely

Creating a psychologically safe space for teams to share and reflect 

The elements of compassionate leadership enable staff to have difficult, but compassionate, conversations relating to performance, disagreements or behaviours within teams.

We can use the nursing process framework within a compassionate leadership context to help manage performance-based problems. The nursing process is a framework to asses, diagnose, plan, implement and evaluate care. It ensures that care is responsive, safe, consistent, evidence-based and holistic to the person’s needs.

Compassionate leadership challenges outdated norms

As healthcare continues to evolve, compassionate leadership challenges outdated norms, uplifts our workforce and strengthens the foundations of primary care. By choosing compassion, we choose a culture where every voice matters, where kindness is modelled and expected, and where individuals and teams can thrive.

Frances Baverstock is a primary care nurse lead in Wales