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New matrons Katie Haywood and Louise Duce talk about the pressures and pleasures of the role
As new matrons taking up our posts in a pandemic we were entering uncharted territory. Guidance changed rapidly, services were redesigned, staff were shielding or off sick and anxiety levels were high. We both felt the pressure to be up and running as quickly as possible.
Nursing Management. 27, 6, 11-11. doi: 10.7748/nm.27.6.11.s10
Published: 26 November 2020
Ensuring patient and staff safety is a massive part of the matron role. We felt pressure to get to know staff quickly, build relationships and understand skill mix and changes to patient flow, as well as evolving infection prevention guidelines. It was a lot to take on board.
Ways of working in the NHS changed overnight, affecting every specialty. This rapid change in pace meant we picked things up quickly. We joined established teams that welcomed us warmly. We made an effort to integrate quickly, getting to know people and calling on our previous experience and that of our new colleagues.
Changes in the prioritisation of services meant the focus was on clinical areas. We are proud to have been through this experience with them and it bonded us more quickly than might have been the case under normal circumstances.
A wide range of resources was integral to our development. We networked with others internally at our trust and externally via many formats.
Social media has been a fantastic way to connect with others. Webinars via the matron network have been beneficial and can be found through NHS Improvement and on twitter at @matronnetwork and #teamCNO. There was suddenly a wealth of learning opportunities, and ways of sharing of skills and knowledge, available.
Staff morale was affected: people were tired and anxious, and some were out of their normal working environment. This required us to work constantly to empower and motivate staff while ensuring everyone was safe. To achieve this we tried to be visible and accessible to our staff. Being unable to see people face-to-face as normal created barriers. We needed to find new ways of working.
It was difficult not to feel isolated sometimes, and identifying a buddy, mentor or supervisor was helpful. We were lucky to have each other, and to have experienced and supportive teams around us.
Rapidly changing guidelines were difficult to keep on top of, with increased communications and changes to implement. It was important to take opportunities to rest or have breaks, as well as talking things through with others.
While redeployment had its benefits, we also saw the effect it had on staff health and well-being. As new matrons supporting teams through COVID-19 it is important we seek our own support so we can be resilient for others.
Pastoral support is imperative in the restoration of the workforce and being able to help staff. This included staff who were at home shielding, keeping them in the loop and reassuring them when they experienced feelings of guilt and isolation because they were at home.
Becoming new matrons has been a massive learning curve, and we can’t emphasise enough the importance of effective, open communication. Leadership skills are just as important. We share similar traits – being sincere and approachable problem-solvers with a can-do attitude – that have served us well in our first few months.
If applying for a matron role is something you are thinking about doing then go for it. It is a rewarding role and an opportunity to have a strong voice for patients and staff. No one expects you to get it right first time – what’s important is the learning and growth that comes with it.
