Guidance for line managers and those supporting colleagues: initial actions

Supporting a colleague following a maternity incident or adverse outcome can be challenging, and the response of line managers and colleagues can have a significant impact on their experience. Everyone will respond differently, and the support they need may change over time. Creating a compassionate, supportive and psychologically safe environment can help colleagues feel heard, valued and supported throughout the process. This section provides guidance and resources for line managers and those supporting colleagues, to help them navigate this difficult time, recognise when additional support may be needed, and promote wellbeing alongside the organisational processes that follow an incident.

Initial actions

Once the incident is managed and the patient is stable it is important to consider the team involved. As a line manager it is your responsibility to ensure hot and cold debriefs are undertaken. These may be led by yourself or a senior member of the clinical team who was present during the incident.

Hot debrief

A hot debrief should occur as soon as possible after the incident, prior to staff leaving that shift.

The purpose is to allow those involved to briefly reflect on what happened, recognise what went well, identify any immediate concerns and consider whether further support or action is needed. It is not intended to establish blame or provide a full investigation into the incident.

Cold debriefs

Cold debriefs should be arranged from 2 – 4 weeks following the incident, allowing time to reflect and learn from the events. Again, this should be led by a senior member of the clinical team with all staff members involved in attendance.

The discussion should be facilitated in a supportive and psychologically safe manner, allowing everyone the opportunity to contribute.

Structured tools, such as the 7-minute briefing tool and Learning SBAR, may help facilitate reflection, identify learning and agree actions. Ensure any outstanding safety concerns are escalated through the appropriate Trust processes and that agreed actions are followed up.

Identifying and contacting those affected

Following an incident, consider who may have been affected and who may benefit from a supportive conversation. Consider:

• Who offered care to this patient?
• Who had contact with this patient?
• Who was on shift and previous shifts?
• Have they experienced incidences like this before?

Where appropriate, liaise with relevant bleep holders, team leaders and PMAs to help ensure that those affected are identified and offered timely support. Check when individuals are next due to work so that contact and support can be arranged appropriately

Providing personal and emotional support

When checking in with a colleague, choose a suitable time and private space where you can give them your full attention. Use open questions, listen without judgement and avoid making assumptions about how they feel or what support they need.

Allow colleagues to decide what they feel comfortable sharing. Recognise that they may need time before they are ready to talk and that support may need to continue beyond their initial return to work.

Compassion practices offers examples of ways to create reflective spaces with different time allowances and group sizes.

Remember that staff wellbeing and patient safety learning are complementary. A compassionate response should support those involved while enabling the organisation to understand what happened and improve care.