Leading through the unknown is another story from the series of interviews I conducted in 2021. As I mentioned previously I used AI to help me create a more conversational feel to the interviews to make them more interesting. This interview has transformed into more of a reflection of this leaders experience.I have then tweaked them a little to get back to my style of writing.
When the pandemic first arrived, it felt as though the ground was constantly shifting beneath our feet. Every day brought new guidance, changing information and fresh questions from colleagues. As a leader, one of the biggest challenges was simply keeping up. I spent hours reading emails, trying to identify what was important and deciding what needed to be shared with the team without overwhelming them with yet more messages.
What made it even harder was that, like everyone else, I often didn’t have the answers. Teams naturally looked to their leaders for reassurance, but we were all navigating something completely new. I learned that admitting uncertainty was not a weakness. In many ways, being honest and saying, “We’re working this out together,” helped build trust and reminded people that none of us were facing this alone.
At the same time, the demands kept growing. There were requests to adapt services, support other teams and respond to changing patient needs, all while trying to protect a small specialist workforce already carrying complex workloads. Alongside this, the day job didn’t disappear. Long hours became the norm, and over time the impact on my wellbeing and family life became increasingly difficult to ignore.
Despite the pressure, some of the most valuable lessons came from the way people came together. Early on, I introduced daily virtual huddles. They became a vital touchpoint where teams could hear updates, share experiences and support each other through the challenges of remote working and new ways of caring for patients. The sense of teamwork that emerged was remarkable. Staff stepped into unfamiliar roles, found innovative ways to support one another and discovered that effective care could sometimes be delivered differently than before.
Supporting people’s wellbeing became a priority. We maintained regular supervision sessions, even when other pressures suggested they should be reduced. Those conversations provided space for colleagues to talk openly, reflect on their experiences and feel connected during a period when many were working apart. The introduction of a pastoral and spiritual care service also offered valuable support to both staff and patients at a time when it was needed most.
Looking back, one of the frustrations was receiving conflicting information from different parts of the organisation. Yet there were positives too. Decisions that had once taken months suddenly happened in days. New funding, policies and technology were approved with a pace and agility that showed what organisations can achieve when there is shared purpose and urgency.
As I reflect on that period now, a few messages stand out above all else. Be honest with each other. Check in on colleagues. Notice when someone is struggling and offer support. Be kind. Stay connected. Sometimes the most important thing a leader can do is create the conditions for people to feel safe, supported and heard.
Perhaps the most important lesson is that caring for others starts with caring for ourselves. Leaders need permission to set boundaries, take breaks and prioritise their own wellbeing without feeling guilty. By modelling healthy behaviours and encouraging open conversations about mental health, we create cultures where people can thrive rather than simply endure.
In the end, leadership through a prolonged crisis was not about having all the answers. It was about showing up every day, communicating openly, supporting others through uncertainty and remembering that compassion is often the most powerful leadership tool we have.

















