Keeping an Open Mind.

As both an HR Director and Chief Executive, I always enjoyed engaging with people. I found it immensely rewarding to visit services and speak with residents, relatives, and staff. Cohesive, effective relationships are essential in any team, regardless of your position in the organisation. However, if you are responsible for managing others, it’s vital that your positive working relationships don’t cloud your professional judgement—especially when dealing with allegations of misconduct. Keeping an open mind is essential.

The Robert Francis Inquiry (2013) into the serious failings at Mid Staffordshire NHS Foundation Trust highlighted how a failure to listen to staff and patients contributed to a tragic breakdown in care. Whistleblowers were ignored, discouraged, or even bullied, and internal reporting mechanisms were either ineffective or lacked credibility.

During my time as an HR Director, I was approached by a staff member who was concerned about their home manager’s behaviour, which she described as bullying. She asked if she and a colleague could meet with me off-site, unofficially, to share their concerns—something I agreed to.

I had met this manager on numerous occasions and always found her friendly and professional. Neither I nor my executive colleagues had any prior reason to doubt her competence or integrity.

However, during the meeting, the two staff members shared multiple accounts of aggressive and inappropriate management behaviour. I listened carefully, mindful of their distress, and asked questions to better understand the alleged incidents. After almost two hours, I returned to the office and initiated a formal investigation.

Ultimately, the investigation substantiated the allegations, and appropriate action was taken.

This experience didn’t diminish my appreciation for engaging with staff. But it served as a powerful reminder that, for the wellbeing of both staff and residents, we must always remain open-minded and willing to act on concerns—regardless of our personal impressions.