Is it becoming harder to attract and retain Executives and Non-Executive Board Directors in the care sector?
As we (rightly) strengthen regulatory and governance frameworks to ensure safety and quality of care, we also need leaders who are agile, adaptable, forward-thinking and deeply committed to helping people not just stay safe, but truly thrive.
In my work with leaders I can see that that’s a big ask.
The tension between compliance and innovation, risk management and human-centred care, short-term pressures and long-term reform is becoming increasingly difficult for one CEO, Executive or Board Chair to hold alone.
Perhaps this speaks to the growing importance of diversity in leadership teams. Not just diversity of background, but diversity of thinking, experience and perspective. And equally, the importance of creating leadership cultures with enough trust and psychological safety for those perspectives to genuinely be heard.
I’ve spent much of my career in and around disability services organisations, and I’m now heavily immersed in the aged care sector – both professionally as a coach, and personally through the people I love.
I want the leaders of these organisations to keep me and my loved ones safe and well. But I also want them to keep learning, adapting and improving so service recipients experience dignity, choice and genuinely high-quality outcomes.
Understanding the tension is an important first step in managing it.
And perhaps one of the greatest risks for the sector right now is expecting leaders to carry that complexity without enough support themselves.
