Logistics keeps every part of the hospital moving, but its contribution can easily go unseen. Hayley Steward, Deputy Logistics Manager at the Queen Elizabeth Hospital, Birmingham, reflects on leading a predominantly male team and helping colleagues understand the importance of their work. She shares how informal conversations, listening when people are ready, offering support routes, and being honest about what she can and cannot do have shaped her approach to staff wellbeing.
3 Quotes to lead by...
1. recognise every contribution
‘When I moved into logistics, I really wanted to tap into our colleagues and what they needed to develop and thrive, and to make sure that they were aware that their job role is so important… We can have the very best surgical teams, the very best consultants, everything here, but without us making sure everything is there for that surgery to happen, for pioneering medicines to be available, it doesn’t happen. The hospital would eventually stop.’
Q. How clearly do people in your team understand how their work enables patient care, and where could you recognise that contribution more directly?
2. KEEP THE DOOR OPEN
‘I think it’s very easy for managers to think, “I’ve got all this paperwork, I’ve got to hit this, I’ve got to do this”, and shut the door. That door needs to be kept wide open. Spend time with your team… That time is pivotal because you’re hearing, “I’ve got to get to school. I’ve got to go to…” So you start clocking the dynamics of people without them knowing you’re doing it.’
Q. When are you present with your team outside formal meetings? What might you understand by spending more time in their everyday spaces?
3. Listen at their pace
‘Sometimes as well, the time that I might think is right is not right for that person. So it’s important to understand that when they are ready to come to you, you tap in and actively listen to that conversation and understand: now is the right time for this to happen, this is the right environment. Now we’ll sit down and go through what you need from me, what I can provide, what is available within the Trust, what networks there are, wellbeing, staff counselling, different things that weren’t readily discussed in logistics for quite a long time.’
Q. How well do you adapt the timing and setting of a wellbeing conversation to the person in front of you?
External Resources
Staff recognition framework. A guide for senior leaders and managers.
What is compassionate leadership?
Health and wellbeing conversations. Guidance for line managers conducting health and wellbeing conversations with staff.
