“I’m a trainer, registered nurse and I’ve been nursing for 30 years,” says Jane Green, Company Director of Casicare in Cheshire, whose journey in the medical field began in the bustling wards of a hospital.
It was a place where her passion for nursing thrived, yet it was not immune to the winds of change. The shifting landscape led her to a pivotal decision – to step into the care industry as a manager.
Her ascent through the ranks was marked by perseverance and adaptability, navigating through various companies until an opportunity for ownership presented itself. “The Casicare owner decided he wants to retire. We took over the company and now I’m the company director,” Green states. This transition from manager to director was not just a change in title, but a profound learning experience. “It’s a big eye opener. I can see the challenges that he had in the past, which I’m dealing with now,” she reflects on her new role.
Beyond her directorship at Casicare, Green’s influence extends to another vital aspect of healthcare – education. As a shareholder in a company that provides training to care homes, she continues to shape the future of care through knowledge and skill development.
A Culture of Excellence
Jane has built her career on the bedrock of experience and empathy. Her approach to leadership is encapsulated in the wisdom imparted by a senior nurse from her early days in an acute medical unit: “Never run, never stop, take a deep breath and count to 10 because if you’re panicking, you cannot think.” This philosophy of calm and considered action is what Jane strives to instil in her staff, emphasising that “whatever the problem is, we can deal with it.”
In her own words, Jane acknowledges the inevitability of mistakes, advocating for openness and transparency as the means to address them. “Don’t dwell on the mistake, focus on fixing it” she states, reinforcing the importance of every team member, from managers to kitchen staff, in creating a cohesive and supportive environment. “It’s respect within a team,” she asserts.
The significance of training in the care sector is a subject close to Jane’s heart. She recognises the disparity in support between the NHS and the care industry, where “the cost of bringing in trainers is astronomical” and financial aid is minimal. To combat this, Jane has innovatively partnered with a training company, securing reduced rates and investing in the business to ensure that all staff receive the necessary training to feel valued and competent in their roles.
Fostering a Supportive Environment
Alongside the measures taken to counter the employment struggles within the sector, Jane has been proactive in creating a supportive environment for her employees. “We have our own counsellor,” she states, ensuring that staff have access to emotional support. “It’s all about investing in your staff so they want to stay with you,” Green states.
Green’s advice to policymakers to address these issues is clear: “Get health and social care into gear.” She calls for a unified approach, lamenting the lack of coordination between health, social services, and the care sector. The financial struggles only exacerbate the difficulties in providing quality care. “We can’t do it without the finances,” Green asserts, highlighting the unfair burden placed on private payers to compensate for the inadequacies of social care funding.
At the heart of Green’s concerns is the well-being of the residents. She envisions a care home where staff can be present and engaged with residents, rather than preoccupied with paperwork. “The person who’s receiving care is being forgotten,” she remarks, emphasising the need for a human-centric approach that ensures the last moments of residents are dignified and compassionate.
Leadership and Legacy: A Vision for Compassionate Care
When asked what good leadership means to her, Green says a blend of kindness, compassion, and an open ear, and the ability to accept and acknowledge the challenges faced by her team. Her journey from nurse to company director has endowed her with a profound understanding of the sector’s demands, allowing her to empathise deeply with her managers and staff.
Green’s leadership style is hands-on and personal. She encourages her managers to maintain an open-door policy, ensuring that staff feel supported not just professionally, but personally as well. “What can we do to help? What can we do to support you?” are questions that epitomise her approach to management.
For Green, the legacy she wishes to leave is one where both staff and residents feel content and fulfilled. She envisions a workplace where employees leave feeling accomplished, having made a positive impact on the lives of residents. “My legacy would be for my staff and my residents to be happy and feel content,” she reflects.
Green’s philosophy extends to the end-of-life care provided in her facilities. She stresses the importance of getting it right the first time, as there are no second chances with a person’s final moments. Her personal experiences with family have shaped her belief in the necessity of providing dignified and compassionate care, ensuring that the last thing a person feels is the comfort of a caring hand.
Coming toward the end of the conversation, it is evident that Jane Green’s leadership style is characterised by her deep understanding of the human aspect of her work. Her envisioned legacy is not just about the success of her business, but about the well-being and happiness of her staff and residents. It’s a reminder that in the world of care, compassion and empathy are not just desirable traits but essential ones for a leader.
