Intro

As a leader, whether I am running a department, a training programme, or a whole school, I set the tone for the culture. If bullying, discrimination, or undermining exists, I know it harms morale, damages training, and ultimately threatens patient safety. I cannot ignore it. My responsibility is to recognise, address, and prevent these behaviours, both locally and across the deanery.

How do I recognise there is a problem?

I look for warning signs:

1. I hear repeated concerns from staff or trainees.
2. I see patterns in surveys (e.g., GMC trainee survey).
3. I notice low morale, sickness absence, or high turnover.
4. I observe disrespectful or exclusionary behaviour in theatre or clinic.
5. I read incident reports where behaviour is a contributing factor.

What should I do if I think there is a problem?

1. I acknowledge it even if it feels uncomfortable.
2. I gather information from staff, trainees, and supervisors, and review survey and incident data.
3. I respond early, before the situation escalates.
4. I act consistently, so people trust the process.

Taking action

1. I model respectful behaviour myself.
2. I set and share clear standards for behaviour in my team or programme.
3. I make sure everyone knows where to find support (HR, Freedom to Speak Up, mentoring).
4. I organise training and development for supervisors and consultants.

If the problem persists

1. I consider mediation between individuals if appropriate.
2. I involve HR, the Medical Director, or the Postgraduate Dean when needed.
3. I escalate serious or repeated allegations through formal trust or deanery processes.
4. If local action fails, I seek national support (e.g., GMC, Royal Colleges).

Supporting individuals

1. I support trainees by linking them with their TPD, Head of School, and mentoring.
2. I support staff through Freedom to Speak Up, HR, or occupational health.
3. I make it clear that no one will suffer retaliation for raising concerns.

Driving cultural change

1. I use data (surveys, feedback, exit interviews) to guide improvement.
2. I train and support supervisors in inclusion, civility, and feedback.
3. I highlight and share positive examples of good culture.
4. I check progress regularly at governance meetings, quality panels, and ARCPs.

As a leader, my actions shape the culture. By recognising problems early, supporting individuals, and driving change, I protect staff, trainees, and patients.