Leading with compassion

Can you tell us about your professional background?

I began my career in aged care management over 26 years ago, focusing on improving consumer and participant outcomes and operational efficiencies. My journey has taken me through various leadership roles in community and health services, and now as CEO of an in-home aged care and disability service provider. Each position has enriched my understanding of care needs, especially for vulnerable populations. My experience has taught me the importance of compassionate leadership, strategic planning and continuous innovation in delivering high-quality care.

As CEO, what would you most like to achieve in the year ahead?

In the coming year, I aim to further enhance our service delivery model to ensure that we provide the highest quality care tailored to the individual needs of our clients and align with upcoming reforms. This includes expanding our service offerings, integrating advanced technology to improve care coordination, and fostering a culture of excellence and compassion within our team. Additionally, I am committed to strengthening our partnerships with healthcare providers, including allied health organisations, to create a more cohesive care network. I am also working on building an internal team of clinicians and allied health professionals. We already have registered nurses on our team, which has significantly contributed to our service quality.

Which reforms do you consider the most important?

The most critical reforms include sustainable funding for in-home aged care and disability services, improving workforce conditions, and ensuring regulatory frameworks that prioritise the dignity and wellbeing of both clients and staff, especially frontline workers. It’s essential to advocate for policies that support sustainable growth in the sector, address staffing shortages and enhance training and development opportunities for care workers. These reforms will help ensure the aged care and disability sectors can meet the growing demand for services while maintaining high standards of care. Another crucial reform I advocate for is establishing a simple, fair and culturally safe single-entry point into the aged care. This streamlined approach enhances accessibility and inclusivity, particularly for culturally and linguistically diverse communities, simplifying the process and reducing barriers to care.

How are you dealing with the pace of the reforms?

Adapting to the fast pace of reforms requires agility and proactive planning. We have a dedicated team to monitor and implement changes, ensuring that we stay ahead of regulatory requirements and industry best practices. By engaging our staff and anticipating challenges, we ensure readiness to navigate changes effectively, despite the inherent challenges of sectoral reform. Regular training sessions and open communication channels help our staff understand and embrace new policies. Additionally, we leverage facts and current experiences to assess the impact of reforms and make informed decisions that align with our strategic goals.

What’s needed to improve the rollout and success of the reforms?

To improve the rollout and success of reforms, we need a collaborative approach involving all stakeholders, including government agencies, healthcare providers and community organisations. Clear communication and comprehensive training are crucial to ensuring that everyone understands and supports the changes. Adequate funding and resources are also necessary to implement reforms effectively. Finally, continuous feedback loops will help us identify challenges early and make necessary adjustments to enhance outcomes.

What strategies are you using to enhance the skills of your workforce?

We are committed to ongoing professional development for our staff. This includes providing access to advanced training programs, certifications and continuous education opportunities. We have also implemented a buddy system to help frontline staff learn from experienced colleagues. Emphasizing a culture of learning and innovation, we encourage our team to stay updated with the latest industry trends and best practices. Regular performance reviews and clear goals and KPIs ensure that each team member can grow and excel in their roles.

What do you do to ensure the wellbeing of yourself and leadership team?

Prioritising wellbeing starts with promoting a healthy work-life balance. We encourage regular breaks, flexible working hours, and rostered time off to recharge. Aside from our employee assistance program, we implemented the Skip-A-Level meeting almost two years ago to encourage open communication channels. I have an open-door policy to make myself accessible and approachable for any concerns. We have a calendar for celebrations relevant to our diverse staff so the team can come together to relax, share a meal and even dress up. Team-building exercises help strengthen our bonds and provide a platform for open dialogue about stress and workload management. Personal wellbeing is integral to effective leadership, and we strive to create an environment where everyone feels supported and valued. For myself, I ensure that I spend time with my family and friends regularly.

What advice do you have for new and emerging leaders?

For new and emerging leaders, I emphasise the importance of empathy, resilience and continuous learning. Understand the needs and challenges of your team and clients, and lead with compassion and integrity. Be open to feedback and willing to adapt to changing circumstances. Invest in your professional development and seek out mentors or support groups who can provide guidance and support. Additionally, adaptability is crucial; being flexible in your approach will help you navigate uncertainties effectively. Finally, maintain a clear vision and communicate it effectively to inspire and motivate your team toward shared goals.

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