Compassionate Leadership Training for health and social care leaders. Compassionate leadership is linked with improved learning and innovation, and reduced staff stress, injuries and absenteeism, and even reduced patient mortality.

At the heart of compassion is the notion that everyone experiences difficulty, and that we can all play a role in alleviating our own difficulties and those of others. Whether this is compassion for ourselves or the people we lead, people who lead us, colleagues or service users. We won’t always feel like helping and will sometimes be tired or overwhelmed or unable to connect.

Although it helps to have positive feelings, we do not have to feel compassion to be compassionate. We can recognise our physical and mental state, resource ourselves as best we can, and respond from our firm compassionate intention, rather than from impulse or intense emotion.

How does this translate into compassion in health, social care and other organisations? How might we think about compassionate leadership, working with colleagues, service users and their friends and families? Prof Michael West has spent his career answering this question, pointing to research that shows how compassionate leadership is linked with improved learning and innovation, and reduced staff stress, injuries and absenteeism, and even reduced patient mortality. In short, compassion is essential to high quality healthcare.

Dr Robert Marx and Professor Clara Strauss have designed a training programme of six weekly sessions, each lasting two hours, with an additional follow-on two hour session a couple of months following the completion of the course.