WEBVTT 00:00:00.000 --> 00:00:02.160 You know, what is it that really holds professional 00:00:02.160 --> 00:00:04.139 excellence together, especially when the pressure's 00:00:04.139 --> 00:00:06.139 on? Is it just about having the technical skills, 00:00:06.519 --> 00:00:08.359 or is there something, well, something deeper, 00:00:08.519 --> 00:00:11.580 something about behavior, about how we interact? 00:00:12.199 --> 00:00:14.439 Today, we're diving into the standard set for 00:00:14.439 --> 00:00:16.379 UK medical professionals, but I think we're gonna 00:00:16.379 --> 00:00:19.780 find some really relevant lessons for your professional 00:00:19.780 --> 00:00:22.460 life, too, whatever you do. Welcome to the Deep 00:00:22.460 --> 00:00:24.359 Dive. We try to cut through the noise and get 00:00:24.359 --> 00:00:26.559 to the heart of important ideas and documents. 00:00:26.780 --> 00:00:29.940 I'm your host. And today, our focus is a really 00:00:29.940 --> 00:00:32.479 significant piece of guidance. It underpins one 00:00:32.479 --> 00:00:34.960 of the most trusted professions out there. It's 00:00:34.960 --> 00:00:37.820 the GMC's good medical practice, the 2024 version. 00:00:38.100 --> 00:00:40.299 It defines what being a good doctor, physician 00:00:40.299 --> 00:00:43.479 associate, or anesthesia associate means in the 00:00:43.479 --> 00:00:46.259 UK. But honestly, it's principles. They echo 00:00:46.259 --> 00:00:48.899 much, much wider. And to guide us through this 00:00:48.899 --> 00:00:51.079 and help us see those wider connections, we have 00:00:51.079 --> 00:00:53.659 a brilliant expert with us. Joining us is Professor 00:00:53.659 --> 00:00:56.759 Mo Imam. He's known for, well... for making sense 00:00:56.759 --> 00:00:58.640 of complex standards like these and showing what 00:00:58.640 --> 00:01:01.280 they mean for leadership, for culture, for ethical 00:01:01.280 --> 00:01:03.520 practice, basically everywhere. He brings a really 00:01:03.520 --> 00:01:06.060 unique perspective on how these kinds of standards 00:01:06.060 --> 00:01:08.739 build trust and help create high performing teams 00:01:08.739 --> 00:01:11.659 and environments. So let's jump straight in. 00:01:11.819 --> 00:01:14.500 At its core, what actually is this good medical 00:01:14.500 --> 00:01:16.599 practice guidance? When people hear standards, 00:01:16.640 --> 00:01:18.799 they often think, you know, rules, a big list 00:01:18.799 --> 00:01:20.659 of do's and don'ts. Is that what we're talking 00:01:20.659 --> 00:01:22.920 about? That's a great place to start. And it's 00:01:22.920 --> 00:01:25.780 key to get this clear from the off. The guidance 00:01:25.780 --> 00:01:28.640 itself is actually very upfront about this. It's 00:01:28.640 --> 00:01:31.219 framed not as a rigid checklist, definitely not 00:01:31.219 --> 00:01:33.400 a rule book covering every single possibility. 00:01:34.060 --> 00:01:36.540 Instead, it's presented as an ethical framework. 00:01:36.780 --> 00:01:39.400 Think of it more like the core principles, the 00:01:39.400 --> 00:01:41.739 values, the sort of overarching standards of 00:01:41.739 --> 00:01:44.099 professional behavior expected from everyone 00:01:44.099 --> 00:01:47.060 registered with GMAC. So that's doctors, of course, 00:01:47.420 --> 00:01:50.060 but also physician associates, PAs, and anesthesia 00:01:50.060 --> 00:01:52.680 associates, AAs, who are now under the GMC too. 00:01:52.760 --> 00:01:54.959 All right. So it's broader now. Yes. And it's 00:01:54.959 --> 00:01:56.980 described as a shared agreement. It was developed 00:01:56.980 --> 00:01:58.780 with professionals, lots of different specialists, 00:01:58.859 --> 00:02:01.340 but also, really importantly, with patients and 00:02:01.340 --> 00:02:04.920 the public. So it defines good practice from 00:02:04.920 --> 00:02:07.260 multiple angles. What it doesn't really get into 00:02:07.260 --> 00:02:09.280 is the specific clinical knowledge, you know, 00:02:09.340 --> 00:02:11.240 the technical skills you need for procedures. 00:02:11.419 --> 00:02:13.840 That's covered elsewhere in training curricula 00:02:13.840 --> 00:02:16.180 and educational standards. Oh, I see. So the 00:02:16.180 --> 00:02:18.740 focus here is very much on how you behave as 00:02:18.740 --> 00:02:20.500 a professional, how you interact with people, 00:02:21.000 --> 00:02:24.219 colleagues, patients, how you build and maintain 00:02:24.219 --> 00:02:27.659 trust, not the what of the technical tasks. So 00:02:27.659 --> 00:02:30.460 it's the how, not the what. A framework for behavior. 00:02:30.729 --> 00:02:34.250 Okay. This version came into effect early 2024, 00:02:34.610 --> 00:02:38.030 updated again December 2024. If it's a framework, 00:02:38.270 --> 00:02:41.310 not rules, how are doctors and other professionals 00:02:41.310 --> 00:02:43.629 meant to actually use it day -to -day in busy 00:02:43.629 --> 00:02:46.009 clinics, high -pressure situations? Well, they 00:02:46.009 --> 00:02:48.469 absolutely must be familiar with it. That's a 00:02:48.469 --> 00:02:50.490 fundamental requirement right there in the introduction. 00:02:50.650 --> 00:02:53.030 No getting around that, though. No. And it applies 00:02:53.030 --> 00:02:55.550 wherever they work. whatever their role or specialty. 00:02:56.210 --> 00:02:58.789 But as we said, it's not meant to be used like 00:02:58.789 --> 00:03:01.289 a robot following instructions. The document 00:03:01.289 --> 00:03:03.750 explicitly says professionals must use their 00:03:03.750 --> 00:03:06.210 professional judgment to apply these standards 00:03:06.210 --> 00:03:08.310 to the specific situation they're facing. OK, 00:03:08.449 --> 00:03:12.590 so context matters. Hugely. It means using your 00:03:12.590 --> 00:03:15.229 knowledge, your skills, your professional experience 00:03:15.229 --> 00:03:18.129 to interpret the principles and follow them in 00:03:18.129 --> 00:03:20.539 a way that Well, that best serves the patient 00:03:20.539 --> 00:03:22.780 and upholds the standards in that particular 00:03:22.780 --> 00:03:25.099 context. The language is quite careful, too. 00:03:25.620 --> 00:03:28.939 You'll see, you must and you should. What's the 00:03:28.939 --> 00:03:31.840 difference there? You must points to a duty or 00:03:31.840 --> 00:03:34.199 standard that's pretty much required legally 00:03:34.199 --> 00:03:37.539 or ethically. You need a very strong reason not 00:03:37.539 --> 00:03:40.919 to follow it. You should indicate something that's 00:03:40.919 --> 00:03:43.259 generally expected. good practice, but where, 00:03:43.259 --> 00:03:45.139 you know, maybe it's not always possible or relevant 00:03:45.139 --> 00:03:47.319 in every single case. Right. So it needs thought. 00:03:47.560 --> 00:03:50.020 Yes. Thoughtful, informed application. Yeah. 00:03:50.080 --> 00:03:52.400 Not just sort of blind compliance. It's about 00:03:52.400 --> 00:03:54.659 engaging with the principles and making considered 00:03:54.659 --> 00:03:57.000 choices. And why is it so important that these 00:03:57.000 --> 00:03:59.939 standards keep changing, updated regularly? Surely 00:03:59.939 --> 00:04:02.280 things like honesty, respect, they don't change. 00:04:02.460 --> 00:04:04.800 The core values, you're right, are pretty timeless. 00:04:05.300 --> 00:04:09.219 Honesty, respect, kindness, absolutely. But the 00:04:09.219 --> 00:04:11.639 world in which medicine or any profession operates 00:04:11.800 --> 00:04:14.460 That changes constantly. Technology, society. 00:04:14.939 --> 00:04:17.279 Exactly. The introduction to Domain 1, that's 00:04:17.279 --> 00:04:19.279 the section on knowledge and skills, makes this 00:04:19.279 --> 00:04:22.220 point very clearly. It talks about medical practice 00:04:22.220 --> 00:04:25.199 being a lifelong journey. It stresses the need 00:04:25.199 --> 00:04:27.540 for professionals to keep up with, and I quote, 00:04:28.120 --> 00:04:31.019 rapidly changing social, legal, and technological 00:04:31.019 --> 00:04:34.680 developments. Like AI, data privacy, all that. 00:04:34.959 --> 00:04:37.720 Precisely. Think about digital health records, 00:04:38.300 --> 00:04:40.860 remote consultations becoming normal, new laws 00:04:40.860 --> 00:04:43.519 on data protection, changing public expectations 00:04:43.519 --> 00:04:46.300 around equality, diversity. The list goes on. 00:04:46.579 --> 00:04:48.439 If the standards just stood still, they'd quickly 00:04:48.439 --> 00:04:52.120 become irrelevant. Or worse, they wouldn't offer 00:04:52.120 --> 00:04:54.139 proper guidance on these new challenges. So the 00:04:54.139 --> 00:04:56.019 updates keep it relevant. Exactly. They ensure 00:04:56.019 --> 00:04:58.480 the framework still works, so it protects patients 00:04:58.480 --> 00:05:00.519 and the public interest, and reflects how things 00:05:00.519 --> 00:05:03.220 are actually done now. It's like continuous improvement 00:05:03.220 --> 00:05:05.660 for the rules. mirroring the continuous development 00:05:05.660 --> 00:05:07.959 expected of the professionals themselves. That 00:05:07.959 --> 00:05:10.399 makes complete sense. The framework has to evolve 00:05:10.399 --> 00:05:13.300 with the practice. Okay, let's really get into 00:05:13.300 --> 00:05:15.699 this guidance then. You mentioned it has four 00:05:15.699 --> 00:05:18.639 domains. Domain one is knowledge, skills, and 00:05:18.639 --> 00:05:21.040 development. It starts with this really basic 00:05:21.040 --> 00:05:24.120 idea. Professionals must be competent in everything 00:05:24.120 --> 00:05:27.819 they do, leadership, teaching included, and crucially 00:05:27.819 --> 00:05:31.110 they must work within their limits. Now, for 00:05:31.110 --> 00:05:33.829 our listeners, maybe managing teams or projects 00:05:33.829 --> 00:05:36.850 outside medicine, how does that idea of competence 00:05:36.850 --> 00:05:39.269 and limits translate? What can they take from 00:05:39.269 --> 00:05:41.430 that? Oh, this idea is absolutely universal. 00:05:41.970 --> 00:05:43.850 Competence isn't just for doctors. It's vital 00:05:43.850 --> 00:05:46.430 in any field where people rely on your expertise 00:05:46.430 --> 00:05:49.310 and trust you. Paragraph one in domain one really 00:05:49.310 --> 00:05:51.769 lays this out as the foundation. For a medical 00:05:51.769 --> 00:05:53.470 professional, yes, it's clinical skills, but 00:05:53.470 --> 00:05:55.829 also competence if they're supervising or researching 00:05:55.829 --> 00:05:57.870 or in management. OK. But the thing that resonates 00:05:57.870 --> 00:06:00.250 everywhere is the second part. knowing and working 00:06:00.250 --> 00:06:02.329 within your limits. Paragraph two, hammers this 00:06:02.329 --> 00:06:04.490 home only practice under appropriate supervision 00:06:04.490 --> 00:06:07.170 for your level. So how does that look in, say, 00:06:07.189 --> 00:06:10.889 finance or tech? Well, think of a senior manager 00:06:10.889 --> 00:06:14.370 in tech. Competence isn't just knowing the code. 00:06:14.670 --> 00:06:17.350 It's managing diverse teams, understanding the 00:06:17.350 --> 00:06:20.129 market, handling budgets. Right. Working within 00:06:20.129 --> 00:06:23.389 limits means knowing when a technical issue needs 00:06:23.389 --> 00:06:26.350 the specialist engineer on their team or when 00:06:26.350 --> 00:06:28.810 a contractual problem needs the legal department. 00:06:29.019 --> 00:06:31.740 Or maybe they aren't equipped to handle a specific 00:06:31.740 --> 00:06:35.779 team conflict and need HR's help or advice from 00:06:35.779 --> 00:06:38.300 their own boss. So it's okay not to know everything. 00:06:38.540 --> 00:06:40.339 It's essential to know you don't know everything. 00:06:40.420 --> 00:06:42.959 It's about self -awareness. Knowing what's outside 00:06:42.959 --> 00:06:45.319 your deep expertise and having the integrity 00:06:45.319 --> 00:06:48.000 to say I need help here or this should go to 00:06:48.000 --> 00:06:50.220 someone else or even I can't take this on because 00:06:50.220 --> 00:06:52.649 I can't do it properly. Like a doctor referring 00:06:52.649 --> 00:06:54.889 to a specialist. Exactly the same principle. 00:06:55.230 --> 00:06:56.689 It protects the quality of the work, prevents 00:06:56.689 --> 00:07:00.069 mistakes, avoids harm, whether that harm is a 00:07:00.069 --> 00:07:02.569 medical error, a project failure, a budget overspent, 00:07:02.629 --> 00:07:05.170 whatever. It's about responsibility. That's a 00:07:05.170 --> 00:07:07.350 really helpful way to frame it. Not weakness, 00:07:07.509 --> 00:07:10.689 but responsibility. And obviously for doctors, 00:07:10.889 --> 00:07:14.230 providing good clinical care is central. What 00:07:14.230 --> 00:07:16.670 does the guidance say defines that standard? 00:07:16.829 --> 00:07:18.990 And can we pull anything from that for other 00:07:18.990 --> 00:07:22.129 service professions? Yes. Providing a good standard 00:07:22.129 --> 00:07:25.290 of practice and care, as paragraph 6 puts it, 00:07:25.649 --> 00:07:28.829 is core for patient -facing roles. And straight 00:07:28.829 --> 00:07:31.649 away, it talks about working in partnership with 00:07:31.649 --> 00:07:34.060 the patient. Not just telling them. No. It's 00:07:34.060 --> 00:07:36.139 collaborative, starting with really understanding 00:07:36.139 --> 00:07:38.000 their needs, their priorities, what matters to 00:07:38.000 --> 00:07:40.740 them. Then any investigations or treatments have 00:07:40.740 --> 00:07:43.560 to be based on that assessment and on sound clinical 00:07:43.560 --> 00:07:46.560 judgment about what's likely to work. If we look 00:07:46.560 --> 00:07:48.720 at the specifics in paragraph seven, we can see 00:07:48.720 --> 00:07:51.120 the parallels. Okay. Adequate assessment includes 00:07:51.120 --> 00:07:53.620 their history, psychosocial factors, their views. 00:07:53.920 --> 00:07:56.620 For a consultant, say, That's like really digging 00:07:56.620 --> 00:07:58.639 into a client's background, the company culture, 00:07:58.779 --> 00:08:01.180 the psychosocial stuff, and properly listening 00:08:01.180 --> 00:08:03.800 to what the client actually wants and needs beyond 00:08:03.800 --> 00:08:05.920 just the technical brief. Understanding the whole 00:08:05.920 --> 00:08:09.680 picture. Exactly. Then using best available evidence. 00:08:10.319 --> 00:08:12.660 That's universal, surely. Whether it's medicine 00:08:12.660 --> 00:08:14.620 or marketing strategy, your advice should be 00:08:14.620 --> 00:08:17.639 based on current solid data and research, not 00:08:17.639 --> 00:08:19.939 just gut feeling or what you did five years ago. 00:08:19.939 --> 00:08:22.459 Makes sense. Consulting colleagues or referring. 00:08:23.050 --> 00:08:26.250 That's collaboration. Knowing when to ask a peer, 00:08:26.790 --> 00:08:29.509 how would you handle this tricky client? Or bringing 00:08:29.509 --> 00:08:32.230 in a specialist consultant. Even prompt advice 00:08:32.230 --> 00:08:34.750 or treatment translates to being responsive, 00:08:35.169 --> 00:08:37.549 delivering solutions on time in any service role. 00:08:38.190 --> 00:08:40.629 The core ideas are the same. Understand the need 00:08:40.629 --> 00:08:43.409 fully, use the best info, work with others when 00:08:43.409 --> 00:08:46.350 necessary, and act effectively. That's a powerful 00:08:46.350 --> 00:08:48.950 comparison. Patient care principles applied to 00:08:48.950 --> 00:08:51.409 client service or a stakeholder engagement. It's 00:08:51.409 --> 00:08:53.669 all about partnership and evidence. The guidance 00:08:53.669 --> 00:08:56.129 also mentions remote consultations so relevant 00:08:56.129 --> 00:08:58.950 now. What's the standard there? Yes, this was 00:08:58.950 --> 00:09:01.370 a key update given how much things shifted recently. 00:09:01.730 --> 00:09:04.549 Paragraph 9 is very direct. The basic need to 00:09:04.549 --> 00:09:06.710 provide safe and effective care is exactly the 00:09:06.710 --> 00:09:08.549 same whether you're face -to -face or remote. 00:09:08.970 --> 00:09:11.250 So video calls, phone calls, the standard doesn't 00:09:11.250 --> 00:09:14.350 drop? No. The method of communication shouldn't 00:09:14.350 --> 00:09:16.389 compromise the quality or safety of the care. 00:09:17.210 --> 00:09:19.830 And importantly, there's a safety net built in. 00:09:20.470 --> 00:09:22.730 If, for whatever reason, safe and effective care 00:09:22.730 --> 00:09:25.289 can't be delivered remotely in a specific case, 00:09:25.809 --> 00:09:27.590 the professional should offer a different way, 00:09:27.909 --> 00:09:29.450 maybe an in -person appointment or make sure 00:09:29.450 --> 00:09:31.549 the patient knows where else they can get safe 00:09:31.549 --> 00:09:34.750 care. How does that apply outside medicine, remote 00:09:34.750 --> 00:09:38.210 teams, virtual meetings? Directly, I think. If 00:09:38.210 --> 00:09:40.450 you're leading a remote team, the quality of 00:09:40.450 --> 00:09:43.549 your communication, your support, it shouldn't 00:09:43.549 --> 00:09:45.629 dip just because you're not physically there. 00:09:45.950 --> 00:09:47.950 If you have a really complex negotiation or a 00:09:47.950 --> 00:09:50.450 sensitive feedback session and you feel a phone 00:09:50.450 --> 00:09:52.870 call just won't cut it, you need the nuance, 00:09:52.970 --> 00:09:55.590 the body language, then the professional standard 00:09:55.590 --> 00:09:57.669 suggests you should push for video or maybe even 00:09:57.669 --> 00:09:59.870 try to meet in person if it's practical and warranted. 00:10:00.070 --> 00:10:02.629 So choosing the right tool for the job. Exactly. 00:10:02.840 --> 00:10:05.279 If email is causing confusion with a client, 00:10:05.460 --> 00:10:07.600 pick up the phone or jump on a video call. Ensure 00:10:07.600 --> 00:10:09.539 the communication channel actually supports the 00:10:09.539 --> 00:10:11.740 quality and safety needed, whether that's patient 00:10:11.740 --> 00:10:14.620 safety or project safety, relationship safety, 00:10:15.019 --> 00:10:17.220 the principle holds. That's very practical for 00:10:17.220 --> 00:10:19.919 today's working world. Domain 1 also talks about 00:10:19.919 --> 00:10:22.500 maintaining and improving performance. Reflection 00:10:22.500 --> 00:10:25.629 using feedback. This feels key for professionals 00:10:25.629 --> 00:10:28.649 wanting to grow maybe mid -career. Oh definitely. 00:10:29.250 --> 00:10:32.330 This part from paragraph 11 onwards shifts from 00:10:32.330 --> 00:10:34.610 basic competence to that lifelong journey of 00:10:34.610 --> 00:10:37.019 getting better. Keeping skills up to date, obviously. 00:10:37.559 --> 00:10:39.960 But paragraph 15 says you must actively monitor, 00:10:40.120 --> 00:10:41.860 maintain, develop, and improve your performance 00:10:41.860 --> 00:10:44.600 and work quality. That means things like quality 00:10:44.600 --> 00:10:48.419 assurance, regular training, CPD. Standard stuff 00:10:48.419 --> 00:10:51.360 for many professions. Yes. But the bit that really 00:10:51.360 --> 00:10:53.759 stands out and I think has huge relevance everywhere 00:10:53.759 --> 00:10:57.200 is the focus on reflection. Paragraph 13 day. 00:10:57.580 --> 00:10:59.840 You have to reflect on your practice, your interactions, 00:10:59.980 --> 00:11:02.740 use feedback. But crucially, it's not just reflecting 00:11:02.740 --> 00:11:05.360 on technical mistakes. It explicitly says you 00:11:05.360 --> 00:11:07.320 need to consider how your life experience, culture, 00:11:07.399 --> 00:11:09.779 and beliefs influence your interactions and may 00:11:09.779 --> 00:11:11.960 impact on the decisions they make. Wow. OK, unpack 00:11:11.960 --> 00:11:14.320 that a bit. Think about a manager leading a very 00:11:14.320 --> 00:11:17.259 diverse team or a consultant working with clients 00:11:17.259 --> 00:11:19.799 from different cultural backgrounds. This kind 00:11:19.799 --> 00:11:23.220 of reflection means consciously thinking. OK. 00:11:23.370 --> 00:11:25.629 How might my own background, my own assumptions, 00:11:25.789 --> 00:11:28.850 my own biases be affecting how I see this team 00:11:28.850 --> 00:11:32.029 member's work or how I'm communicating or how 00:11:32.029 --> 00:11:34.389 I'm interpreting that client's feedback? So questioning 00:11:34.389 --> 00:11:36.929 your own perspective. Exactly. Am I making assumptions 00:11:36.929 --> 00:11:39.909 based on my own cultural norms? Is my usual communication 00:11:39.909 --> 00:11:43.259 style landing badly here? It pushes you beyond 00:11:43.259 --> 00:11:46.720 just, what did I do? To, how did my own stuff 00:11:46.720 --> 00:11:49.080 shape my approach and perception and what effect 00:11:49.080 --> 00:11:51.759 did that have? That's a deep level of self -awareness. 00:11:51.860 --> 00:11:53.879 It is. And it's critical for good leadership, 00:11:54.299 --> 00:11:57.019 for inclusive teams, for navigating complex professional 00:11:57.019 --> 00:11:59.419 relationships anywhere. That link between the 00:11:59.419 --> 00:12:01.200 personal and the professional is fascinating 00:12:01.200 --> 00:12:03.659 and maybe not talked about enough. Okay, let's 00:12:03.659 --> 00:12:06.340 move to domain two. Patience, partnership, and 00:12:06.340 --> 00:12:08.659 communication. The introduction here talks about 00:12:08.659 --> 00:12:10.679 the lasting impact a professional's approach 00:12:10.679 --> 00:12:13.480 can have. What are the core principles here for 00:12:13.480 --> 00:12:16.139 interacting with people, patients, clients, customers, 00:12:16.399 --> 00:12:18.960 whoever, that we can all learn from? Domain 2 00:12:18.960 --> 00:12:21.539 really gets to the heart of building trust in 00:12:21.539 --> 00:12:23.860 those one -to -one interactions. It starts with 00:12:23.860 --> 00:12:26.840 the basics, dignity and privacy. Respecting those 00:12:26.840 --> 00:12:29.000 is fundamental. Non -negotiable. Absolutely. 00:12:29.299 --> 00:12:32.360 Then fairness. Paragraph 19 says you must treat 00:12:32.360 --> 00:12:35.009 patients fairly. And interestingly, it adds, 00:12:35.389 --> 00:12:37.330 regardless of your personal views about them, 00:12:37.490 --> 00:12:39.490 or even if you think their own actions led to 00:12:39.490 --> 00:12:41.669 their health issues. That's a high bar. It is. 00:12:42.070 --> 00:12:44.210 And prioritization has to be based on clinical 00:12:44.210 --> 00:12:47.830 need, not favoritism or anything else. Confidentiality, 00:12:47.830 --> 00:12:49.889 of course, is a must, though there are clear 00:12:49.889 --> 00:12:52.450 rules about when disclosure is lawful. How does 00:12:52.450 --> 00:12:54.750 that translate outside medicine? Well, treating 00:12:54.750 --> 00:12:56.990 clients or colleagues fairly, without letting 00:12:56.990 --> 00:12:59.409 your personal feelings or past run -ins cloud 00:12:59.409 --> 00:13:01.830 your judgment, that's basic professional integrity, 00:13:01.889 --> 00:13:04.669 isn't it? Prioritizing tasks based on genuine 00:13:04.669 --> 00:13:07.330 need or strategy, not who shouted loudest or 00:13:07.330 --> 00:13:09.809 who you like best. That's effective management. 00:13:10.309 --> 00:13:13.990 And confidentiality, client data, HR info, strategy 00:13:13.990 --> 00:13:16.450 secrets that applies everywhere. Even the bit 00:13:16.450 --> 00:13:18.730 about conscientious objection, making sure a 00:13:18.730 --> 00:13:21.409 patient isn't disadvantaged if you opt out, translates. 00:13:21.990 --> 00:13:24.549 If you can't ethically do a task, fine, but don't 00:13:24.549 --> 00:13:26.789 block the organization or client finding someone 00:13:26.789 --> 00:13:29.450 who can. Kindness, courtesy, and respect get 00:13:29.450 --> 00:13:31.490 a specific mention too. Is that just about being 00:13:31.490 --> 00:13:33.759 polite? It's much deeper than just superficial 00:13:33.759 --> 00:13:35.720 manners. It actually defines what respectful 00:13:35.720 --> 00:13:38.360 communication looks like in practice. The guidance 00:13:38.360 --> 00:13:41.340 is clear. It doesn't mean you always have to 00:13:41.340 --> 00:13:44.059 agree or that you can't deliver bad news. It's 00:13:44.059 --> 00:13:46.500 about how you do it. Paragraph 23 lists things 00:13:46.500 --> 00:13:49.259 like communicating sensitively, especially with 00:13:49.259 --> 00:13:52.120 difficult news, actively listening to people, 00:13:52.500 --> 00:13:55.100 valuing their insights for patients, their knowledge 00:13:55.100 --> 00:13:57.840 of their own health, not making assumptions about 00:13:57.840 --> 00:14:00.419 what they want or what matters to them, explaining 00:14:00.419 --> 00:14:04.159 your reasoning. recognizing vulnerability, being 00:14:04.159 --> 00:14:06.580 alert to distress. That sounds like a blueprint 00:14:06.580 --> 00:14:09.200 for good communication anywhere. It really is. 00:14:09.580 --> 00:14:11.460 Think about stakeholder communication. Are you 00:14:11.460 --> 00:14:14.159 just broadcasting your message or are you truly 00:14:14.159 --> 00:14:16.840 listening to their concerns? Are you tailoring 00:14:16.840 --> 00:14:19.480 your approach? Are you asking clients or team 00:14:19.480 --> 00:14:21.379 members about their priorities instead of assuming? 00:14:21.700 --> 00:14:23.899 It's about showing genuine consideration, building 00:14:23.899 --> 00:14:26.820 rapport, building trust. That works in any professional 00:14:26.820 --> 00:14:28.779 setting. Supporting people to make decisions 00:14:28.779 --> 00:14:31.320 is another big theme. What's the responsibility 00:14:31.320 --> 00:14:34.500 there around autonomy, consent? This is huge. 00:14:35.139 --> 00:14:37.100 Every patient has the right to be involved in 00:14:37.100 --> 00:14:39.480 decisions about their care and to get support 00:14:39.480 --> 00:14:42.860 to do that. The starting point, legally and ethically, 00:14:43.299 --> 00:14:45.639 is you must assume adults have the capacity to 00:14:45.639 --> 00:14:47.779 make their own decisions unless there's clear 00:14:47.779 --> 00:14:50.139 evidence they don't. Presumption of capacity. 00:14:50.600 --> 00:14:53.039 Exactly. And consent isn't just a form -filling 00:14:53.039 --> 00:14:55.879 exercise. It's mandatory before you examine or 00:14:55.879 --> 00:14:58.299 treat someone. Professionals need to know the 00:14:58.299 --> 00:15:00.659 relevant laws around capacity too. And outside 00:15:00.659 --> 00:15:03.200 medicine. It translates to respecting the autonomy 00:15:03.200 --> 00:15:05.779 of your clients, your colleagues, your team members. 00:15:06.379 --> 00:15:08.639 Before you make a big change or launch a new 00:15:08.639 --> 00:15:10.679 project direction or even delegate something 00:15:10.679 --> 00:15:13.480 really complex, you need informed agreement. 00:15:13.879 --> 00:15:15.600 You need to be sure the person understands what 00:15:15.600 --> 00:15:17.919 they're agreeing to do. They have the info. Is 00:15:17.919 --> 00:15:21.799 it clear? And that they're agreeing freely. It's 00:15:21.799 --> 00:15:24.360 about involving people in decisions that affect 00:15:24.360 --> 00:15:27.789 them. Shared decision making. And effective information 00:15:27.789 --> 00:15:30.429 sharing seems absolutely critical for that. The 00:15:30.429 --> 00:15:33.629 guidance looks quite specific here. It is, because 00:15:33.629 --> 00:15:36.049 good information is the bedrock of partnership 00:15:36.049 --> 00:15:39.210 and good decisions. Caragraph 28 is key. You 00:15:39.210 --> 00:15:41.190 must give patients the information they want 00:15:41.190 --> 00:15:43.789 or need. Crucially, in a way they can understand. 00:15:44.049 --> 00:15:46.990 Not just medical jargon. Definitely not. It means 00:15:46.990 --> 00:15:50.070 explaining the condition, the outlook, any uncertainties. 00:15:50.409 --> 00:15:52.509 Outlining all the realistic options, including 00:15:52.509 --> 00:15:55.639 doing nothing. And for each option, spelling 00:15:55.639 --> 00:15:58.620 out the potential benefits, the risks, the uncertainties, 00:15:58.899 --> 00:16:01.720 how likely it is to succeed. That's quite comprehensive. 00:16:02.080 --> 00:16:04.460 It is. But it doesn't stop there. You then have 00:16:04.460 --> 00:16:06.480 to listen to their response, encourage questions, 00:16:06.620 --> 00:16:09.399 answer honestly. The information itself must 00:16:09.399 --> 00:16:12.440 be clear, accurate, up to date, based on the 00:16:12.440 --> 00:16:14.500 best available evidence. And you should check 00:16:14.500 --> 00:16:16.379 their understanding. Make sure they've had time, 00:16:16.620 --> 00:16:19.820 support. Checking understanding feels key. It's 00:16:19.820 --> 00:16:22.919 vital. And paragraphs 32 and 33 add, you must 00:16:22.919 --> 00:16:24.940 take steps to meet language or communication 00:16:24.940 --> 00:16:27.620 needs, make adjustments for impairments or disabilities, 00:16:28.220 --> 00:16:30.460 and treat everyone as an individual. Don't rely 00:16:30.460 --> 00:16:33.919 on assumptions. Wow. That level of detail on 00:16:33.919 --> 00:16:36.980 communication. It's almost a mini masterclass. 00:16:37.080 --> 00:16:39.360 It really is. It shows that effective communication 00:16:39.360 --> 00:16:41.779 isn't just talking at people. It's a two -way 00:16:41.779 --> 00:16:43.779 street. Focus on making sure the other person 00:16:43.779 --> 00:16:46.320 truly gets it and feels empowered. Think about 00:16:46.320 --> 00:16:49.340 explaining a complex project update or a change 00:16:49.340 --> 00:16:52.259 in strategy to your team. Are you just dumping 00:16:52.259 --> 00:16:56.080 information? Or are you explaining the why, the 00:16:56.080 --> 00:16:58.240 pros and cons, the what ifs? Are you checking 00:16:58.240 --> 00:17:00.500 they understand? Are you adapting for different 00:17:00.500 --> 00:17:03.200 people in the room? That rigor, that focus on 00:17:03.200 --> 00:17:05.660 understanding and adapting is applicable everywhere. 00:17:06.339 --> 00:17:08.519 Explaining tech issues to non -tech clients, 00:17:08.940 --> 00:17:10.759 discussing performance with someone from a different 00:17:10.759 --> 00:17:13.680 cultural background, it's fundamental. That really 00:17:13.680 --> 00:17:16.559 hits home. Adapting, checking, avoiding assumptions, 00:17:16.839 --> 00:17:19.839 moving communication from just a task to a core 00:17:19.839 --> 00:17:23.059 relationship skill. Okay. The guidance also covers 00:17:23.059 --> 00:17:25.720 being open when things go wrong. The duty of 00:17:25.720 --> 00:17:28.500 candor. Yes, paragraph 45 is very direct about 00:17:28.500 --> 00:17:30.940 this. You must be open and honest if things go 00:17:30.940 --> 00:17:32.779 wrong and a patient suffers harm or distress. 00:17:33.140 --> 00:17:35.099 It's a professional duty. What does that involve? 00:17:35.519 --> 00:17:37.279 Several things. Trying to put things right, if 00:17:37.279 --> 00:17:39.829 possible. Offering an apology, clarifying this, 00:17:40.130 --> 00:17:42.369 is about expressing sorrow, not necessarily admitting 00:17:42.369 --> 00:17:44.930 legal fault, giving a full prompt explanation 00:17:44.930 --> 00:17:47.470 of what happened and the likely effects. And 00:17:47.470 --> 00:17:49.549 crucially, reporting the incident internally 00:17:49.549 --> 00:17:52.190 through the proper channels. Why is reporting 00:17:52.190 --> 00:17:55.640 so important? It's not about blame. It's so the 00:17:55.640 --> 00:17:57.880 incident can be looked into, lessons can be learned, 00:17:58.059 --> 00:18:00.480 and systems can be improved to stop it happening 00:18:00.480 --> 00:18:03.099 again to someone else. It's about systemic safety. 00:18:03.319 --> 00:18:05.619 How does that apply outside medicine? A project 00:18:05.619 --> 00:18:08.900 goes wrong, maybe? Exactly. Imagine a big mistake 00:18:08.900 --> 00:18:12.799 happens, delays, costs blow out, client is unhappy. 00:18:13.440 --> 00:18:15.640 The candor principle means you have to be honest. 00:18:15.900 --> 00:18:18.500 explain what went wrong, what the impact is, 00:18:18.579 --> 00:18:20.799 what you're doing to fix it or mitigate the damage. 00:18:21.359 --> 00:18:23.160 An apology for the negative outcome is usually 00:18:23.160 --> 00:18:25.640 appropriate and helps maintain trust, separate 00:18:25.640 --> 00:18:28.960 from legal stuff. And critically, report it internally, 00:18:29.279 --> 00:18:31.440 not to point fingers, but so the organization 00:18:31.440 --> 00:18:34.039 can understand the root cause, learn, and maybe 00:18:34.039 --> 00:18:36.380 change processes to prevent it happening again. 00:18:36.940 --> 00:18:39.079 Transparency and learning from mistakes vital 00:18:39.079 --> 00:18:41.220 for trust and resilience, whether it's patient 00:18:41.220 --> 00:18:43.299 safety or project delivery. OK, this is where 00:18:43.299 --> 00:18:45.240 it gets really interesting for workplace dynamics. 00:18:45.579 --> 00:18:48.559 Moving beyond the patient or client, domain three 00:18:48.559 --> 00:18:51.519 is colleagues, culture, and safety, and domain 00:18:51.519 --> 00:18:54.900 four is trust and professionalism. How do our 00:18:54.900 --> 00:18:56.960 interactions inside the workplace with colleagues, 00:18:57.180 --> 00:18:59.759 managers, fit into good practice? Domain 3 is 00:18:59.759 --> 00:19:02.220 crucial because it acknowledges that you don't 00:19:02.220 --> 00:19:04.720 practice in isolation. You're part of a team, 00:19:05.059 --> 00:19:07.960 an organization, a culture. And that environment 00:19:07.960 --> 00:19:10.539 massively affects your ability to do good work. 00:19:11.019 --> 00:19:13.420 It starts with a basic right. Everyone deserves 00:19:13.420 --> 00:19:16.000 to work and train in a fair place, free from 00:19:16.000 --> 00:19:18.519 discrimination. Then paragraph 48 sets the tone 00:19:18.519 --> 00:19:21.039 for how you treat people day to day. You must 00:19:21.039 --> 00:19:23.619 treat colleagues with kindness, courtesy, and 00:19:23.619 --> 00:19:26.740 respect. That's a must, not a nice to have. Absolutely, 00:19:26.920 --> 00:19:29.019 a professional duty. Then it talks about effective 00:19:29.019 --> 00:19:30.980 teamwork listening, communicating clearly and 00:19:30.980 --> 00:19:33.359 politely, respecting other skills, collaborating 00:19:33.359 --> 00:19:35.779 properly. There's also a point about being compassionate 00:19:35.779 --> 00:19:37.799 towards colleagues having a tough time while 00:19:37.799 --> 00:19:40.059 never letting patient safety slip. So these are 00:19:40.059 --> 00:19:42.400 directly applicable to any team environment? 00:19:42.980 --> 00:19:45.049 Completely. You can't build a high -performing 00:19:45.049 --> 00:19:48.190 team without respect, clear communication, valuing 00:19:48.190 --> 00:19:49.890 different contributions, whether it's coding 00:19:49.890 --> 00:19:51.869 skills, project management, creative thinking. 00:19:52.630 --> 00:19:54.329 And showing a bit of humanity when a colleague 00:19:54.329 --> 00:19:56.750 is struggling helps build a supportive culture, 00:19:57.170 --> 00:19:59.890 which boosts performance and well -being. This 00:19:59.890 --> 00:20:02.529 domain makes it clear. How you treat your colleagues 00:20:02.529 --> 00:20:05.480 is part of your professional practice. The guidance 00:20:05.480 --> 00:20:08.019 also mentions contributing to a positive environment 00:20:08.019 --> 00:20:11.180 role modeling, being aware of bias. That sounds 00:20:11.180 --> 00:20:13.839 quite proactive in shaping the culture. It is. 00:20:13.900 --> 00:20:16.400 It goes beyond just your own behavior to your 00:20:16.400 --> 00:20:19.500 impact on the collective. Paragraph 52 says you 00:20:19.500 --> 00:20:21.559 must help create a culture that's respectful, 00:20:22.099 --> 00:20:25.599 fair, supportive, compassionate. And how? By 00:20:25.599 --> 00:20:27.660 role modeling those behaviors yourself. Leading 00:20:27.660 --> 00:20:30.779 by example. Precisely. Your actions set the tone. 00:20:30.910 --> 00:20:33.630 Paragraph 53 encourages awareness of how your 00:20:33.630 --> 00:20:36.190 behavior affects others, your mood, how you react. 00:20:36.630 --> 00:20:38.950 It all feeds the environment. The paragraph 54 00:20:38.950 --> 00:20:41.730 brings in bias. Again, be aware of the risk of 00:20:41.730 --> 00:20:44.049 bias. Think about how your own background might 00:20:44.049 --> 00:20:46.349 unconsciously color your interactions with colleagues 00:20:46.349 --> 00:20:48.579 or decisions about them. Like in performance 00:20:48.579 --> 00:20:51.660 reviews or assigning tasks. Exactly. It builds 00:20:51.660 --> 00:20:53.579 on that personal reflection we talked about earlier, 00:20:53.859 --> 00:20:56.160 but applies it specifically to team dynamics. 00:20:56.720 --> 00:20:58.819 Show respect for others' experiences, cultures, 00:20:59.000 --> 00:21:02.099 beliefs. For managers, this means actively checking 00:21:02.099 --> 00:21:04.839 assumptions, ensuring fairness, fostering an 00:21:04.839 --> 00:21:06.579 inclusive atmosphere where different views are 00:21:06.579 --> 00:21:09.119 welcome. Role modeling is probably the most powerful 00:21:09.119 --> 00:21:11.019 leadership tool there is for culture change. 00:21:11.099 --> 00:21:14.200 And it draws some very clear lines on unacceptable 00:21:14.200 --> 00:21:16.900 behavior. Yes, extremely clear. Paragraph 56 00:21:16.900 --> 00:21:20.619 is an absolute ban. You must not abuse, discriminate 00:21:20.619 --> 00:21:23.599 against, bully, or harass anyone. It lists the 00:21:23.599 --> 00:21:26.279 standard protected characteristics age, disability, 00:21:26.680 --> 00:21:30.230 race, religion, sex, and so on. But also adds 00:21:30.230 --> 00:21:33.170 things like appearance, lifestyle, status. It's 00:21:33.170 --> 00:21:35.509 comprehensive. It covers a lot. It does. And 00:21:35.509 --> 00:21:38.650 paragraph 57 deals specifically with sexual misconduct 00:21:38.650 --> 00:21:41.490 towards colleagues. You must not act in a sexual 00:21:41.490 --> 00:21:43.670 way towards them if it causes offense or distress. 00:21:44.069 --> 00:21:47.250 It defines sexual way. Broadly, comments, images, 00:21:47.990 --> 00:21:49.970 messages, unwanted touching. So these aren't 00:21:49.970 --> 00:21:52.789 just HR policies. They're breaches of professional 00:21:52.789 --> 00:21:55.259 standards. That's exactly right. They undermine 00:21:55.259 --> 00:21:57.819 a safe and respectful environment and are defined 00:21:57.819 --> 00:22:00.319 as professional failings by the GMC. And what 00:22:00.319 --> 00:22:02.880 if you see this kind of behavior happening? What's 00:22:02.880 --> 00:22:06.160 expected then? There's a professional duty to 00:22:06.160 --> 00:22:09.579 act. Paragraph 58 acknowledges it can be hard, 00:22:09.859 --> 00:22:12.140 but says you need to do something. That might 00:22:12.140 --> 00:22:14.500 mean checking in with the person targeted, offering 00:22:14.500 --> 00:22:17.000 support, maybe challenging the behavior directly 00:22:17.000 --> 00:22:20.019 if it feels safe, or reporting it through official 00:22:20.019 --> 00:22:23.940 channels workplace policy, GMC guidance. So, 00:22:24.099 --> 00:22:26.920 not turning a blind eye? No. The guidance says 00:22:26.920 --> 00:22:29.519 everyone has a responsibility to help prevent 00:22:29.519 --> 00:22:32.220 these behaviors poisoning the environment. And 00:22:32.220 --> 00:22:34.339 if you're in a leadership or management role... 00:22:34.059 --> 00:22:36.900 Paragraph 59 makes it even stronger. You must 00:22:36.900 --> 00:22:40.119 act if you see or hear about unacceptable behavior. 00:22:40.339 --> 00:22:42.839 Must act. Yes. Ensure it's addressed promptly. 00:22:43.119 --> 00:22:45.359 Make sure people are supported, escalated if 00:22:45.359 --> 00:22:48.099 necessary. It's a critical point for anyone managing 00:22:48.099 --> 00:22:50.039 people you are professionally required not just 00:22:50.039 --> 00:22:52.859 to avoid bad behavior yourself, but to actively 00:22:52.859 --> 00:22:54.920 tackle it when it happens on your watch. Yeah. 00:22:55.160 --> 00:22:57.059 It's about enabling a culture where people feel 00:22:57.059 --> 00:23:00.259 safe to speak up. That duty to speak up. the 00:23:00.259 --> 00:23:03.279 clarity on unacceptable behavior, and the requirement 00:23:03.279 --> 00:23:06.900 for leaders to act. That feels incredibly relevant 00:23:06.900 --> 00:23:09.740 for creating healthy, safe, productive workplaces 00:23:09.740 --> 00:23:13.539 anywhere. It's about shared responsibility. Domain 00:23:13.539 --> 00:23:16.720 3 also touches on continuity of care, delegation, 00:23:17.440 --> 00:23:19.619 practical things. Yes, continuity is important, 00:23:19.900 --> 00:23:22.490 especially for vulnerable people. The principles 00:23:22.490 --> 00:23:25.049 translate well to project handovers or transferring 00:23:25.049 --> 00:23:27.569 client accounts. It's about sharing relevant 00:23:27.569 --> 00:23:29.710 information promptly with everyone involved, 00:23:30.269 --> 00:23:32.390 keeping the patient or client updated on who's 00:23:32.390 --> 00:23:34.910 responsible now, making sure all the necessary 00:23:34.910 --> 00:23:37.910 info is passed on before the handover, and checking 00:23:37.910 --> 00:23:40.309 someone has definitely taken over. Basically, 00:23:40.710 --> 00:23:44.000 don't let things drop between the cracks. The 00:23:44.000 --> 00:23:46.400 key there is competence and safety. If you delegate, 00:23:46.519 --> 00:23:48.380 you must be confident the person has the skills 00:23:48.380 --> 00:23:50.980 and training needed and you must give clear instructions. 00:23:51.640 --> 00:23:54.119 On the flip side, if a task is delegated to you 00:23:54.119 --> 00:23:56.140 and you don't think you can do it safely or competently, 00:23:56.539 --> 00:23:59.259 you must prioritize safety or the project's integrity 00:23:59.259 --> 00:24:01.900 and ask for help or say you can't do it. It's 00:24:01.900 --> 00:24:03.779 a shared responsibility for getting work done 00:24:03.779 --> 00:24:06.400 properly. Okay, let's move to the final domain. 00:24:06.640 --> 00:24:10.039 Domain four, trust and professionalism. This 00:24:10.039 --> 00:24:11.799 feels like it pulls everything together. The 00:24:11.799 --> 00:24:14.059 foundation of public trust. What are the key 00:24:14.059 --> 00:24:16.720 ideas here? Domain four is all about justifying 00:24:16.720 --> 00:24:19.460 the trust placed in professionals. Paragraph 00:24:19.460 --> 00:24:22.799 81 puts it plainly. Your conduct, professional 00:24:22.799 --> 00:24:25.559 and sometimes personal, must merit that trust. 00:24:26.259 --> 00:24:28.539 It starts with basic honesty. Being honest about 00:24:28.539 --> 00:24:30.759 your experience, your qualifications, your role, 00:24:31.160 --> 00:24:34.069 providing your GMC details if asked. This honesty 00:24:34.069 --> 00:24:36.609 has to extend to money matters, commercial dealings, 00:24:36.750 --> 00:24:39.430 and research too. How does that apply more broadly? 00:24:39.569 --> 00:24:41.509 It's about integrity and everything. Is your 00:24:41.509 --> 00:24:44.569 CV accurate? Are you upfront about your capabilities 00:24:44.569 --> 00:24:47.230 in meetings? Is your reporting, financial, project 00:24:47.230 --> 00:24:49.650 status, whatever, truthful? It's not just avoiding 00:24:49.650 --> 00:24:52.450 lies. It's being actively truthful in how you 00:24:52.450 --> 00:24:54.589 present yourself and your work. Professional 00:24:54.589 --> 00:24:56.289 boundaries are mentioned here too, and they sound 00:24:56.289 --> 00:24:58.559 quite strict. They are. particularly in medicine 00:24:58.559 --> 00:25:01.460 for obvious reasons. Paragraph 86 is an absolute 00:25:01.460 --> 00:25:04.380 ban on sexual behavior towards patients or using 00:25:04.380 --> 00:25:07.059 the professional role to start an improper relationship 00:25:07.059 --> 00:25:08.980 with a patient or someone close to them. That's 00:25:08.980 --> 00:25:11.420 non -negotiable. And personal beliefs. Paragraph 00:25:11.420 --> 00:25:13.599 87 is interesting. It says you must not express 00:25:13.599 --> 00:25:15.779 your personal beliefs, political, religious, 00:25:16.140 --> 00:25:18.839 moral to patients, in ways that exploit their 00:25:18.839 --> 00:25:21.220 vulnerability or might reasonably cause them 00:25:21.220 --> 00:25:23.700 distress. So it's about the impact on the patient. 00:25:24.119 --> 00:25:26.799 Exactly. It's protecting that professional relationship. 00:25:26.990 --> 00:25:30.210 Outside medicine, this translates to maintaining 00:25:30.210 --> 00:25:32.529 appropriate boundaries with clients or direct 00:25:32.529 --> 00:25:35.589 reports, not exploiting power imbalances for 00:25:35.589 --> 00:25:37.690 personal gain or inappropriate relationships, 00:25:38.109 --> 00:25:41.329 and also being mindful of how you voice strongly 00:25:41.329 --> 00:25:44.009 held personal views at work, especially if you're 00:25:44.009 --> 00:25:46.529 senior or the other person is vulnerable in some 00:25:46.529 --> 00:25:49.089 way, like a junior team member. It's about ensuring 00:25:49.089 --> 00:25:52.029 your personal expressions don't coerce, exploit 00:25:52.029 --> 00:25:54.509 or cause undue distress within a professional 00:25:54.509 --> 00:25:56.920 context. And what about communication more broadly? 00:25:57.259 --> 00:25:59.900 Publicly, social media, that's a minefield for 00:25:59.900 --> 00:26:02.119 many professionals now. The guidance tackles 00:26:02.119 --> 00:26:04.539 this head on. All professional communication 00:26:04.539 --> 00:26:08.180 written, spoken, online, must be honest, trustworthy, 00:26:08.720 --> 00:26:11.059 and maintain confidentiality where required. 00:26:11.440 --> 00:26:14.539 Paragraph 89 insists on accuracy. Information 00:26:14.539 --> 00:26:17.299 mustn't be false or misleading. That means checking 00:26:17.299 --> 00:26:20.619 facts, not leaving out important bits, not downplaying 00:26:20.619 --> 00:26:22.940 risks, and distinguishing opinion from fact. 00:26:23.119 --> 00:26:25.859 And when communicating publicly. Like on LinkedIn. 00:26:26.400 --> 00:26:28.680 Same standards apply, plus a few extras, according 00:26:28.680 --> 00:26:31.420 to paragraph 90. You must declare conflicts of 00:26:31.420 --> 00:26:33.700 interest. You must not exploit people's vulnerability 00:26:33.700 --> 00:26:36.099 or lack of knowledge. And what you say should 00:26:36.099 --> 00:26:38.279 align with promoting public health. from medical 00:26:38.279 --> 00:26:40.680 professionals. There's also specific guidance 00:26:40.680 --> 00:26:43.259 referenced for social media use. The key takeaway 00:26:43.259 --> 00:26:45.259 for anyone with a professional online footprint 00:26:45.259 --> 00:26:48.599 is your tweets, your posts, your comments. They 00:26:48.599 --> 00:26:50.480 should all meet the same standards of honesty, 00:26:50.839 --> 00:26:53.000 accuracy, and integrity as your work communications. 00:26:53.559 --> 00:26:55.640 Be transparent. Don't make misleading claims. 00:26:56.019 --> 00:26:58.079 And remember, your online persona reflects on 00:26:58.079 --> 00:27:00.359 you professionally and maybe your employer, too. 00:27:00.619 --> 00:27:03.180 Conflicts of interest also get explicit attention, 00:27:03.420 --> 00:27:06.170 a common challenge. Absolutely. Paragraph 94 00:27:06.170 --> 00:27:08.630 is very clear. You must not let any interests, 00:27:09.230 --> 00:27:11.269 financial, personal, whatever, affect or even 00:27:11.269 --> 00:27:13.450 look like they might affect your professional 00:27:13.450 --> 00:27:16.769 decisions, especially about patient care or referrals. 00:27:17.190 --> 00:27:19.329 What if a conflict exists? Then transparency 00:27:19.329 --> 00:27:22.230 is key. Paragraph 95 says you must be open about 00:27:22.230 --> 00:27:24.769 it with those affected patients, employers. Declare 00:27:24.769 --> 00:27:27.309 it formally and be ready to step aside from the 00:27:27.309 --> 00:27:30.920 decision if needed to ensure objectivity. Paragraph 00:27:30.920 --> 00:27:33.460 96 also prohibits accepting or offering incentives 00:27:33.460 --> 00:27:36.279 that could sway decisions. This is directly relevant 00:27:36.279 --> 00:27:38.680 in procurement, sales, consulting, anywhere you're 00:27:38.680 --> 00:27:40.720 making recommendations or allocating resources. 00:27:41.099 --> 00:27:43.480 Declare, be transparent, recuse if necessary. 00:27:43.779 --> 00:27:46.960 That's how you maintain trust. And finally, cooperating 00:27:46.960 --> 00:27:49.920 with legal and regulatory requirements, the accountability 00:27:49.920 --> 00:27:53.319 piece. Yes, this closes the loop. Paragraph 98, 00:27:53.920 --> 00:27:57.319 you must cooperate fully and honestly with inquiries, 00:27:57.700 --> 00:28:00.519 investigations, complaints, procedures. Paragraph 00:28:00.519 --> 00:28:03.240 99 lists serious things you must tell the GMC 00:28:03.240 --> 00:28:06.380 about straight away criminal cautions or convictions, 00:28:07.000 --> 00:28:09.539 major criticisms from official inquiries, findings 00:28:09.539 --> 00:28:11.900 by other professional bodies even if they happened 00:28:11.900 --> 00:28:14.960 abroad. You also have to tell employers and patients 00:28:14.960 --> 00:28:18.160 if your right to practice is restricted. And 00:28:18.160 --> 00:28:20.160 importantly, you must have adequate professional 00:28:20.160 --> 00:28:23.079 insurance or indemnity cover. So cooperating, 00:28:23.140 --> 00:28:25.779 reporting, being insured, basic professional 00:28:25.779 --> 00:28:28.059 accountability. Exactly. It underpins the whole 00:28:28.059 --> 00:28:30.640 system of trust and regulation. In any senior 00:28:30.640 --> 00:28:33.500 or regulated role, these aspects are non -negotiable. 00:28:34.000 --> 00:28:36.079 Okay, drawing all this together now from the 00:28:36.079 --> 00:28:38.299 good medical practice guidance, what's one thing 00:28:38.299 --> 00:28:40.420 you think professionals outside medicine might 00:28:40.420 --> 00:28:42.720 find most surprising or maybe overlook in their 00:28:42.720 --> 00:28:44.960 own fields but could learn from? That's a good 00:28:44.960 --> 00:28:47.900 question. Perhaps the sheer depth and the mandatory 00:28:47.900 --> 00:28:50.700 nature of contributing to systemic safety and 00:28:50.700 --> 00:28:52.990 learning. not just focusing on your own performance. 00:28:53.250 --> 00:28:55.490 You mean reporting errors and concerns? Yes, 00:28:55.490 --> 00:28:57.970 we touch on candor, but Domain 3 really expands 00:28:57.970 --> 00:29:00.630 on this. Professionals are required to actively 00:29:00.630 --> 00:29:03.849 help improve service quality and safety. That 00:29:03.849 --> 00:29:07.309 means taking part in audits, reviews, but also, 00:29:07.609 --> 00:29:10.430 crucially, raising concerns. Concerns about resources 00:29:10.430 --> 00:29:13.470 being inadequate, systems being flawed, or even 00:29:13.470 --> 00:29:15.609 about colleagues whose conduct or performance 00:29:15.609 --> 00:29:18.069 might be risky. That feels like a big step beyond 00:29:18.069 --> 00:29:20.900 just doing your job. It is. It's about helping 00:29:20.900 --> 00:29:23.859 make the whole system safer and better. In many 00:29:23.859 --> 00:29:26.319 other fields, raising concerns like that can 00:29:26.319 --> 00:29:29.680 feel optional, or even career limiting. This 00:29:29.680 --> 00:29:31.960 guidance frames it as a core professional duty. 00:29:32.220 --> 00:29:34.079 Oh, and maybe the inclusion of environmental 00:29:34.079 --> 00:29:36.079 sustainability as a professional responsibility 00:29:36.079 --> 00:29:38.259 might surprise some, too. That's quite forward 00:29:38.259 --> 00:29:40.980 -thinking for a standards document. That proactive 00:29:40.980 --> 00:29:43.539 duty for systemic improvement is a powerful idea. 00:29:43.819 --> 00:29:45.880 Okay, imagine someone listening now, maybe a 00:29:45.880 --> 00:29:48.039 manager, a leader, struggling with team dynamics 00:29:48.039 --> 00:29:50.460 or culture in their non -medical organization. 00:29:51.079 --> 00:29:53.160 If they could take just one principle from this 00:29:53.160 --> 00:29:55.759 guidance and apply it today, what would you suggest? 00:29:56.039 --> 00:29:58.720 I put them straight back to domain three colleagues 00:29:58.720 --> 00:30:02.859 in culture, specifically paragraph 52, the idea 00:30:02.859 --> 00:30:05.900 that you help create a respectful, fair, supportive, 00:30:06.279 --> 00:30:08.799 compassionate culture by role modeling those 00:30:08.799 --> 00:30:11.019 behaviors yourself. No off the top. Exactly. 00:30:11.339 --> 00:30:14.000 And for anyone in charge, the absolute duty in 00:30:14.000 --> 00:30:17.119 paragraph 59 to act when they see or hear about 00:30:17.119 --> 00:30:19.640 unacceptable behavior, bullying, harassment, 00:30:19.900 --> 00:30:22.200 discrimination, don't ignore it, address it. 00:30:22.250 --> 00:30:24.970 Culture flows from behavior, especially leaders' 00:30:25.049 --> 00:30:27.869 behavior and what they tolerate. Role modeling 00:30:27.869 --> 00:30:30.789 respect and tackling misconduct head on are probably 00:30:30.789 --> 00:30:32.970 the most impactful things any leader can do, 00:30:33.170 --> 00:30:36.470 starting right now. Any final quick win? An immediate 00:30:36.470 --> 00:30:38.450 action someone could take away from this guidance 00:30:38.450 --> 00:30:40.410 to improve their professional life straight away. 00:30:40.670 --> 00:30:43.470 maybe collaboration, relationships. I'd say revisit 00:30:43.470 --> 00:30:45.750 the communication points in domain two, especially 00:30:45.750 --> 00:30:49.089 paragraphs 31 to 34. Make a real effort in your 00:30:49.089 --> 00:30:50.990 very next important conversation with a colleague, 00:30:51.009 --> 00:30:54.049 a client, whoever, to consciously check for understanding. 00:30:54.430 --> 00:30:56.869 Ask open questions. How does that sound to you? 00:30:57.130 --> 00:30:59.309 What are your thoughts on that approach? Does 00:30:59.309 --> 00:31:02.430 that make sense? Watch their body language and 00:31:02.430 --> 00:31:06.069 pause to think, do I need to adjust my language 00:31:06.069 --> 00:31:08.980 here? Who am I talking to? What assumptions might 00:31:08.980 --> 00:31:11.319 I be making about what they already know or what 00:31:11.319 --> 00:31:13.359 they care about? Challenge those assumptions. 00:31:13.619 --> 00:31:16.059 Yes, just improving the clarity and responsiveness 00:31:16.059 --> 00:31:18.519 of your communication. Making sure it genuinely 00:31:18.519 --> 00:31:21.220 connects can make a massive difference to collaboration, 00:31:21.819 --> 00:31:24.099 trust, and just getting things done more smoothly. 00:31:25.079 --> 00:31:26.579 You could literally practice that in your next 00:31:26.579 --> 00:31:28.779 meeting. Okay, let's try and pull together some 00:31:28.779 --> 00:31:31.680 key takeaways from this deep dive into the GMC's 00:31:31.680 --> 00:31:34.339 good medical practice, thinking about how they 00:31:34.339 --> 00:31:37.319 apply much more widely. One, professional standards 00:31:37.319 --> 00:31:39.920 aren't rigid rules. They're living ethical frameworks 00:31:39.920 --> 00:31:42.420 that need judgment and adapting to the situation, 00:31:42.619 --> 00:31:45.700 always putting safety and integrity first. Two, 00:31:46.119 --> 00:31:48.599 communication is king. It's about partnership, 00:31:49.079 --> 00:31:51.740 clarity, actively listening, really checking 00:31:51.740 --> 00:31:54.319 for understanding, and tailoring your approach 00:31:54.319 --> 00:31:57.710 to the individual. Three, Workplace culture isn't 00:31:57.710 --> 00:31:59.970 someone else's job. It's a shared responsibility. 00:32:00.589 --> 00:32:02.650 Everyone needs to foster respect and fairness, 00:32:03.150 --> 00:32:05.829 and crucially, speak up about misconduct. Leaders 00:32:05.829 --> 00:32:09.069 have a particular duty here to act. Four, honesty, 00:32:09.190 --> 00:32:11.609 integrity, managing conflicts of interest transparently 00:32:11.609 --> 00:32:14.049 and maintaining clear boundaries. These are the 00:32:14.049 --> 00:32:16.230 absolute bedrock for building and keeping trust 00:32:16.230 --> 00:32:18.849 with everyone you deal with. And five, it's not 00:32:18.849 --> 00:32:21.210 just about doing your tasks. True professionalism 00:32:21.210 --> 00:32:23.529 involves continuous learning, reflecting critically 00:32:23.529 --> 00:32:25.829 on yourself, including your biases, and actively 00:32:25.829 --> 00:32:27.569 contributing to making the whole system safer 00:32:27.569 --> 00:32:29.890 and better. Professor Imam, thank you so much 00:32:29.890 --> 00:32:31.910 for walking us through this. It's been fascinating 00:32:31.910 --> 00:32:34.430 to see how these principles designed for medicine 00:32:34.430 --> 00:32:36.829 offer such valuable lessons for building trust 00:32:36.829 --> 00:32:39.700 and excellence. It's been my pleasure. It really 00:32:39.700 --> 00:32:42.779 is a rich document. And those core ideas about 00:32:42.779 --> 00:32:45.480 professionalism and trust are, I think, truly 00:32:45.480 --> 00:32:48.559 universal. You can find the full GMC Good Medical 00:32:48.559 --> 00:32:51.259 Practice 2024 guidance on their website. That's 00:32:51.259 --> 00:32:55.079 gmc -uk .org. And if this deep dive has sparked 00:32:55.079 --> 00:32:56.859 some ideas for you, perhaps something useful 00:32:56.859 --> 00:32:58.980 for your colleagues or network, maybe consider 00:32:58.980 --> 00:33:00.740 leaving us a quick rating wherever you listen. 00:33:01.059 --> 00:33:03.099 It genuinely helps others find these conversations. 00:33:03.400 --> 00:33:06.220 Join us next time on the deep dive for another 00:33:06.220 --> 00:33:08.700 exploration into the sources shaping our world. 00:33:09.700 --> 00:33:11.960 And a final thought to leave you with. How might 00:33:11.960 --> 00:33:14.160 applying these principles trust through communication, 00:33:14.519 --> 00:33:16.599 shaping culture by example, improving the system 00:33:16.599 --> 00:33:19.099 around you? How might that transform your interactions 00:33:19.099 --> 00:33:21.200 and your impact in your own professional field?