Desert Island Discs: Childhood Trauma and Workplace Pastoral Care

In the passing of stories

Listening to the back catalogue of Desert Island Discs has now brought me into the middle of the pandemic, the year 2020.

However, since I began this exercise way back in March, some of the people featured have passed on. I note with particular significance Yvonne Brewster, who was the first person I wrote about.

She passed away on 12th October at the age of 87 and was featured on last week's edition of BBC Radio 4's Last Word. [AkinBlog.NL: Desert Island Discs: To Be Young, Gifted and Black]

The interview format possesses an almost disarming innocence. What gets revealed shows how the context of sharing one's choice of music can inadvertently expose both vulnerability and discovery.

A spectrum of care

Whether it's the child sexual abuse suffered by Christopher Hazlewood, who founded the Paraorchestra, or the obvious abandonment of Professor Dame Elizabeth Anionwu, born mixed race and illegitimate, housed in a convent with nuns whilst her mother visited monthly, you appreciate the kind of trauma that forms part of the history of these remarkable people.

Then there's the story Dame Sally Davies told. At the point of retiring as Chief Medical Officer, she highlighted something missing from today's teaching of vocation, the grooming of talent, and the nurturing of expertise.

On the matter of junior doctors, she observed that pastoral care was missing. Very few knew the name of a consultant; that is, if consultants could even name others they had taken under their wing.

One example stood out. She arrived for an interview in a sports car and, on arrival, ended up in a driving manoeuvre that spun her around 360 degrees.

A consultant stepped out of the department and asked if she had come for the interview. On responding in the affirmative, he called to postpone the interview until the next day, taking the time to settle her down and getting her a cup of tea.

She returned the next day, interviewed, and got the job. However, she said, without the care and consideration of that consultant, she would likely not have got the job.

Care in the workplace

By extension, that lack of pastoral care and consideration of the humanity of junior staff, when interacting with sometimes overworked middle management who are under pressure to deliver to almost impossible terms and without the time to manage effectively, diminishes the productivity of the employee in many unquantifiable ways.

This is besides the way managers use promises they would never fulfil to lure new talent onto their teams.

In the end, it is usually left to the individual to decide whether they are fulfilled in settings that barely appreciate them.

When it comes to the tussle between self-respect and being patronised to the point of feeling belittled, I would hope the former would guide the person towards seeking greener pastures whilst nipping avoidable workplace stress in the bud.

Desert Island Discs references

Desert Island Discs: Yvonne Brewster 01/04/2005

Desert Island Discs: Christopher Hazlewood 29/05/2020

Desert Island Discs: Professor Dame Elizabeth Anionwu 04/06/2020

Desert Island Discs: Dame Sally Davies 02/08/2019

Pastoral care in modern workplaces (AI-generated)

Then I asked AI the question, How could the lack of pastoral care be addressed in modern workplaces?

That's an excellent question that extends beyond the scope of blog editing, but I'm happy to explore it with you.

Based on the themes in your blog post, here are some thoughts on addressing the lack of pastoral care in modern workplaces:

Structural Changes

Mentorship programmes - Formalising what once happened organically. Assigning senior staff to genuinely know and support junior colleagues, not just tick boxes. The consultant who postponed Dame Sally Davies' interview demonstrated this perfectly.

Protected time - Managers need designated time for pastoral duties, separate from productivity targets. When middle management is stretched thin, human connection becomes the first casualty.

Smaller teams - The anonymity you described, where junior doctors don't even know their consultants' names, suggests units have grown too large for meaningful relationships to form naturally.

Cultural Shifts

Redefining success - Measuring managers not just on outputs, but on staff retention, development, and wellbeing. What gets measured gets valued.

Slowing down - The consultant who made tea instead of rushing to the interview understood that five minutes of humanity can change someone's trajectory. Modern workplaces resist this pause.

Accountability for promises - Your point about managers using unfulfillable promises to lure talent speaks to a deeper dishonesty. Holding leaders accountable for what they commit to would restore some trust.

Individual Actions

Modelling care - Even without systemic change, individuals can choose to be that consultant. Remembering names, checking in genuinely, postponing the interview when someone clearly needs a moment.

Choosing environments wisely - Your conclusion about self-respect guiding people towards greener pastures is crucial. Sometimes the best response to uncaring systems is to leave them.

What aspects of pastoral care do you think are most critical in your own experience?