Professions in primary care can differ a lot in how much structure, progression, choice and expectations around leadership development are built into roles. We heard that these differences sometimes create a sense of a lack of parity between professions, showing up as a reluctance both to step forward for leadership roles, and to accept people who do step forward. People found it easy to talk about the importance of self-confidence, sponsorship, taking measured risks and having awareness of opportunities or interests in explaining why leadership was more multidisciplinary in some places than others. However, we also heard that some issues were difficult to talk about but still important: these included the impact of power differentials between professions, and how confident people felt about their colleagues’ abilities to take on particular roles and responsibilities.
Attracting and supporting leaders
Given the shortages of staff in key professions in primary care, offering more structure could well be a part of attracting the workforce of the future. We heard that regional teams and training hubs could have an important role to play both in attracting primary care staff into leadership roles and creating structures through which emerging leaders could find support, development and encouragement. This would rely on information about development offers filtering through to all professionals in PCNs, which we heard could be a challenge due to the volume of information that primary care organisations already have to deal with.
Addressing practical constraints
Primary care leaders may need to make some tough choices about how to prioritise leadership development at the same time as making sure that the competing priorities of clinical demand and mandatory training are also accommodated. These are issues that aren’t amenable to quick fixes, especially because of the impact of the Covid-19 pandemic and its continuing effects on staff across the whole health and care system – even the offer of backfill or funding assumes there are staff available to take on extra work. However, doing nothing also seems inadequate because making more time for development feels key to creating a sense among primary care professionals of autonomy, belonging and contribution, which are increasingly seen as key to staff engagement, morale, wellbeing and retention. The alternative is to build development into primary care business models as part of a longer-term solution to workforce development, and PCNs and ICSs may offer opportunities to do this that aren’t available at individual practice level.
Primary care is the backbone of high-quality health care provision, and we understand the pressures many organisations are facing. We’d be really interested to hear about your experience of making progress on the issues described in this blog in the comments below, or at our upcoming conference this summer: General practice: sharing the challenges and shaping the future.