Q&A: Dr Ashley Bloomfield

What kind of coping mechanisms did you have at the height of stress?

First and foremost - acknowledging the importance of wellbeing. What we are all working through and trying to achieve collectively is immense – everyone needs balance or things can become unsustainable.

In a situation where there was, and sometimes is, so little we can control, focus on what you can control: we can always control our behaviours which should reflect our values. For me, my key leadership values in 2020 were kindness (a metavalue), compassion, humility and integrity. Lastly, it is about appreciating the small things – things in your day-to-day life that bring you joy.

What do you say in response when you hear someone say “they only got the job because they are a woman/ethnic?”

Only that I could not disagree more. I would encourage them to speak with women and people from ethnic minorities about their day-to-day experience of gender/ethnic bias and sexism/racism.

I agree that most people follow when they understand 'the why'. How much focus or effort do you put into those who don't agree with 'the whys?'

Everyone deserves to have their perspectives heard. Where possible it is important to acknowledge their underlying beliefs and any arising concerns, which often regard perceptions of safety or transparency. At some point though, you just have to accept that you will not win over everyone, every time.

What is one struggle that you had to go through, to get you to where you are today?

In 2012, I missed out on a role at the Ministry of Health that I really wanted. I had been acting in the position, but the permanent role was offered to someone else. It was such a blow and I was not sure what direction to go in.

However, in that case, it opened other opportunities that I had not previously identified. In the end I took up a DHB role, which ultimately provided me the experience that led me back to the Ministry of Health as Director-General in 2018.

As kindness is one of your strengths and values, how have you dealt with instances where others you work with are not like that? For example, dealing with bullying.

With my staff, and others around me, I have always made my expectations clear from the beginning – bullying in any form is not acceptable. I also expect everyone working at the Ministry of Health to abide by our values:

• Manaakitanga – we show care, inclusion, respect, support, trust, and kindness to each other.
• Kaitiakitanga – we preserve and maintain an environment that enables the Ministry and our people to thrive.
• Whakapono – we have trust and faith in each other to do the right thing.
• Kōkiri ngātahi – we commit and work together collectively towards a common purpose.

In the unfortunate instance bullying arises, I take it seriously and deal with it appropriately.

What is your next leadership challenge?

Two things come to mind – firstly ensuring that we continue to keep New Zealanders safe from COVID-19 and run a successful and effective vaccination campaign.

The second is to help lead and guide the sector through the changes that resulted from the Health and Disability Review.

Both of these are once in a generation events, and both are taking place this year. So, 2021 looks like it will still bring many challenges!

At any point over the last year, did you wonder if you were in way over your head, and how did you manage this stress/anxiety?

Of course. We were all in a situation which has not been seen globally for 100 years. In the end, it always came back to first principles – doing our best with the information we had, ensuring the public had the information we could provide, and doing it all with kindness and humility i.e., listening to others and not pretending to have all the answers.

How do you prioritise COVID-related concerns with the general functioning of healthcare for NZ?

Balance is incredibly important. Part of the reason for making the decision to go hard in March and April 2020 was both to protect people from COVID-19 and try and get the virus under control, but also to ensure that the healthcare system remained robust in order to care for those who required care for non-COVID related illness and injury.

Would you consider entering politics? Why or why not?

No. I see myself as a public servant and I enjoy my leadership role in the public sector.

Do you think New Zealand will ever be in the position that we will have eradicated the virus or will we possibly just have to live with it?

It is too early to say definitively right now, given that variations of the virus continue to emerge. However, with the development of effective vaccines I think regardless of whether COVID-19 is eradicated entirely, it won’t be nearly the focus that it has been in the last year.

What leadership skills, information or knowledge have you learnt from women in the public service - leader or not?

The most significant lesson has been the gender-related barriers women face on a daily or regular basis. That’s a big motivation for me in my own leadership - to develop and support women in the Ministry, wider health sector and wider public service

We've spoken earlier about the new policy of free sanitary products in schools, what policies would you like to put in place that would help women?

Any programme or policy that supports women to have and maintain good health and wellbeing is worthwhile.

How has the COVID-19 response and your role in that impacted on your leadership journey?

I’ll give a short answer – hugely! Two obvious things come to mind: to focus on the values behind my leadership and to keep focused on the outcome we’re trying to achieve and not be distracted by what others might say or think if they do not agree!

As you know, COVID-19 has hugely affected women, more so than men. What are your thoughts on how we can address that disparity?

Addressing equity in all areas of health is a priority. We strive towards providing services that reflect and are accessible to all New Zealanders regardless of gender, ethnicity, geographic location, income, sexual preference etc. Gender disparities also need to continue to be addressed across society, including those disparities amplified by COVID-19.

What have been the important supports you've had from your direct team to let you perform in this high-pressure environment? How have you generated this from them?

No person is an island. Especially during a pandemic. My team, like teams right across the Government and beyond, have worked hard to ensure that New Zealanders have remained safe over the last year. They provide advice, support and have adapted quickly to the new direction where required. As I understand, my experience of the pandemic has not been a singular one – one of the enduring impressions I have of the response to COVID-19 is that people saw what needed to be done and just did it.