mental health and these kinds of distractions potentially pose a real threat to patient safety. A GMC survey of more than 1,000 doctors found that 40 per cent felt that colleagues had undermined respect and prevented effective collaboration. The vast majority of doctors act with great kindness,


respect and dignity. We want to empower them to challenge poor behaviour in others. We’ve just launched a new pilot training programme to give doctors the skills they need to stamp out bad behaviours. The evidence- based pilot will initially be delivered to at least 14 sites, led by our Regional Liaison Service. We’ve also joined other health leaders in forming the Anti-Bullying Alliance, to share ideas and raise awareness.


Does your appointment as the first woman Chair of the GMC feel like a shift in attitude within the profession? Attitudes have changed in recent decades, and I’m heartened to be among a growing number of female leaders in medicine. Women have brought fresh perspective, skill and talent to evoke positive cultural change. However, we know many have not taken on more senior positions because they have not been encouraged, empowered and supported. I want women to know they can do these roles and help shape a better future for the medical profession. If we want to make sure women are having meaningful careers we must enable people to interface in every part of the system and make it ‘normal’ to see women in leadership roles.


You’ve been around the four nations of the UK. What is your sense of there still being a single UK NHS? Does the GMC need to operate differently in each nation? While visiting the four countries I saw that all face similar issues but there are also unique challenges. It’s important


we have a strong and effective presence in each to ensure local needs are understood. Having an on-the-ground team means we can shape our approach to align with local systems and work with administrations more directly – offering solutions as a four-country regulator. Our employer liaison advisors are vital to this


understanding but also provide a consistent approach as they work with responsible officers, medical directors and medical managers to assist the management of concerns at a local level. We’re currently expanding our local offices and services, including ID checks and our free Welcome to UK Practice workshops for doctors new to the UK, in each of the four countries.


Has revalidation had a demonstrable effect on the quality of UK healthcare? What will the process look like in 10 years’ time? Revalidation does help to foster a culture of reflection and we’re working to make sure it’s a positive and meaningful experience for everyone. Doctors tell us they enjoy hearing from patients, so we want to make the feedback process easier by broadening the range of sources that can be used. Revalidation is still in its early years, but the framework has been set and now doctors are in a governed system. It has increased appraisal rates, meaning more doctors are considering their practice, what’s worked well and where things can be improved. We are working with partners to track the impact of revalidation against a range of measures through post-appraisal surveys and feedback from responsible officers. In the years to come, revalidation will be a regular,


routine part of every doctor’s working life, and I hope will be part of noticeable improvements in the quality of care.


Interview by Jim Killgore, managing editor of Insight MDDUS INSIGHT / 11


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