Dr Shan Shan Jing's Story
As a British plastic surgeon working in New Zealand during the COVID-19 pandemic, I experienced a life-altering accident that profoundly shaped me, both personally and professionally. On my way home from work, my partner and I were involved in a high-speed vehicle accident. I sustained significant injuries and spent a prolonged period in the hospital. I am incredibly grateful to be alive.
This experience forced me to confront both my own mortality and emotional turmoil. With the unwavering support of medical professionals, I found strength in my recovery. It deepened my appreciation for the power of compassionate care and the resilience of the human spirit. More than ever, I feel privileged to return to my work as a plastic surgeon, where my mission is to create a meaningful impact—helping patients rebuild, recover, and regain confidence in themselves.
Through this journey, I have developed a renewed sense of purpose that extends beyond surgical skills to ensure every patient feels seen, valued, and supported. It has also reinforced my commitment to advocating for a healthcare system that is truly patient-centered—one that recognises the unique challenges people face and provides the support necessary to navigate the complexities of care.
Above all, I am dedicated to living a life of service and impact, using my experiences to inspire change and ensure that compassionate care remains at the heart of medicine.
On Health Access and Equity
1. Can you describe some barriers you faced as a healthcare professional trying to access care within the New Zealand healthcare system?
As a foreign healthcare professional recovering from a major accident in New Zealand, I faced challenges that highlighted the difficulties many experience when accessing care.
One of the most significant barriers was the lack of coordinated trauma care, both within the hospital system and in the transition to community-based rehabilitation. Without a local support network, I found myself advocating for my own care, diagnosing some of my injuries, and navigating the system to ensure I received the necessary treatments.
My work visa status made it difficult to register with a GP during the pandemic, limiting my access to prescriptions and essential services. This experience shed light on the systemic barriers that can delay or complicate care for those in vulnerable situations.
Managing administrative processes with organisations like ACC and WellNZ added another layer of complexity, even with my medical background. These challenges were not just logistical—they demonstrated how easily one can fall through the cracks, especially without the privilege of medical knowledge.
This journey gave me a new perspective on how overwhelming it must be for patients without advocacy or understanding of the system. It reaffirmed my belief that healthcare should be designed to serve people first, ensuring that no one is left navigating their health crisis alone, regardless of their social standing or circumstances.
2. What lessons did you learn from navigating these challenges, and how do they reflect the broader issues in healthcare access for all patients?
Navigating a fragmented healthcare system reinforced the importance of holistic, patient-centered, and well-coordinated care.
One of my key takeaways was the delicate balance between efficiency and genuine human connection. When systems become overly bureaucratic, there is a risk that processes take precedence over people, leaving patients feeling like case numbers rather than individuals with unique needs. This can be especially isolating for those without a medical background or strong advocacy. Ensuring that people feel supported and heard throughout their journey can impact both their experience and health outcomes.
My experiences deepened my appreciation for the power of clear communication, seamless referral pathways, and proactive support—elements that should be at the heart of every healthcare system.
The COVID-19 pandemic shone a light on the dedication of healthcare professionals who continue to serve their communities despite immense pressures. It also highlighted the importance of institutional support for those on the frontlines, as the well-being of caregivers directly shapes the care they provide. Ultimately, this journey has strengthened my resolve to contribute to meaningful, positive change. By fostering compassion, accessibility, and efficiency, we can create a healthcare system where everyone feels valued and no one has to struggle alone to receive the care they need.
3. In your experience, what systemic changes are necessary to ensure health equity across all communities in New Zealand?
Achieving health equity requires a fundamental shift toward integrated, patient-centred care, especially for those recovering from major trauma or managing chronic conditions.
This includes:
• Better coordination of care – Ensuring that patients experience smooth transitions from hospital to community-based recovery, with multidisciplinary support tailored to their needs.
• Stronger advocacy for foreign-born individuals – Approximately 27% of New Zealand’s population is foreign-born, yet navigating the healthcare system as an outsider remains complex. Providing structured guidance and accessible resources can help bridge this gap.
• Mental and physical health integration – Recognising that recovery is not just physical but deeply intertwined with emotional well-being. Healthcare should address both in parallel.
• A culture of accountability and inclusivity – Engaging with diverse perspectives and being open to continual improvements in how healthcare is delivered.
By prioritising these systemic changes, New Zealand can create a healthcare system that is efficient and equitable for all communities.
3. How do healthcare professionals advocate for better access and fewer bureaucratic hurdles within their field and for the general public?
Having personally faced these challenges, I understand the impact a fragmented healthcare system can have on patients and their families. As medical professionals, we hold the power to make a difference—sometimes, a single decision can change a patient’s life forever.
To drive meaningful change, healthcare professionals can:
• Champion patient-centered care – Advocacy begins with ensuring that patient needs take precedence over bureaucracy. This means pushing for clearer specialist referral pathways, better service coordination, and proactive patient support.
• Amplify the voices of marginalised communities – Many individuals, particularly those from diverse backgrounds, face significant barriers in accessing healthcare. By listening to their experiences and advocating for systemic improvements, we can create a more inclusive and equitable system.
• Foster open communication and collaboration – Whether through professional networks or policy discussions, healthcare professionals must engage in meaningful conversations that challenge inefficiencies and drive
reform. Service managers play a crucial role in this and should be equally accountable for ensuring positive change.
• Support the well-being of healthcare workers – A well-supported workforce provides better patient care. Prioritising fair working conditions and emotional well-being and reducing administrative burdens on doctors and nurses strengthens the entire healthcare system.
By committing to these efforts, we can create a healthcare system that not only serves but empowers individuals—ensuring care is accessible, timely, and delivered with the compassion every patient deserves.
On Workplace Support and Well-being
1. How did your physical incapacity impact your work-life balance and relationship with your employer?
My world was turned upside down in an instant. After years of rigorous training and dedicating myself to my work—often at the expense of my own well-being—I suddenly found myself on the other side of the hospital bed. I went from being fiercely independent and active to struggling with the simplest tasks. Walking, dressing, and even just getting through the day became monumental challenges. My new reality meant that rehabilitation became my full-time focus—each day was measured not in professional achievements but in small, hard-won victories, like taking a few steps unaided.
Beyond the physical pain, I faced an unexpected challenge: the hesitation of my employer—a respected healthcare organisation—to fully support my return to work. It was a deeply ironic and disheartening experience. Yet, for me, going back to work was more than a professional duty; it was a part of reclaiming my identity and rebuilding my sense of purpose. I was incredibly fortunate to have a handful of colleagues who believed in me, who advocated for my return, and who reminded me that I was still valued. Their support was life-changing.
The journey back wasn’t just about physical recovery; it was about proving—to myself and to others—that I still had the strength to contribute. Balancing my limitations with the demands of work was exhausting, both mentally and emotionally. At times, I felt I had lost more than just my career—I had lost a part of who I was. The skepticism I encountered reinforced an unfortunate truth: when people don’t know how to respond to struggle, they sometimes withdraw instead of reaching out.
But for those of us who experience life-altering challenges, support and understanding can be transformative. We deserve workplaces that recognise us not as burdens but as valued members of the team. With the right adjustments, we can continue not only to contribute but to thrive. Looking back, I am grateful for the colleagues who stood by me and for the courage it took to step back into my role, even when the path forward felt uncertain. That journey reaffirmed my belief in resilience, kindness, and the impact of human compassion. We are more than the hardships we endure —times of crisis reveal the depth of our humanity. Every one of us deserves dignity, respect, and the opportunity to rebuild with the support and compassion that make healing possible.
2. What kind of workplace support would have made a difference for you during this challenging period?
True workplace support isn’t just about policies—it’s about people. It’s about creating an environment where employees are seen as individuals navigating real, complex challenges, rather than as mere numbers.
A phased return to work—one that recognises both physical and emotional recovery—would have been invaluable. Instead of feeling pressured to prove my capability, I needed a structured, flexible plan that allowed me to reintegrate gradually. The reassurance that I wasn’t being set up to fail, but supported to succeed, would have alleviated much of the stress of returning.
Open communication, where I feel safe to be vulnerable, is a crucial pillar of supportive care. Honest, direct conversations about workload expectations and available adjustments would have prevented feelings of isolation or uncertainty about my role. Access to dedicated occupational health advocates within the organisation—professionals who bridge the gap between medical needs and workplace responsibilities—would have made an immense difference in my recovery and reintegration.
Sometimes, it’s the smallest acts of kindness that have the greatest impact. Regular check-ins from colleagues or supervisors, a simple email or a quick corridor conversation offering encouragement, or even just asking, "How are you really doing?" can make a world of difference during a challenging transition. When workplaces cultivate a culture of empathy, recovery shifts from being about proving one’s worth to genuine healing with dignity.
It feels deeply ironic that a healthcare organisation, entrusted with the care and well-being of others may sometimes overlook the health and well-being of its own staff. This disconnect can have far-reaching consequences. Above all, it’s crucial to recognise that supporting employees through adversity is not just a moral obligation —it’s an investment in the resilience and long-term sustainability of the workforce. I
truly believe this is often at the heart of the employment shortage crisis we face in healthcare. In healthcare, where the stakes are so high, a compassionate workplace does more than retain its employees; it empowers them to grow, thrive, and become the leaders of tomorrow. As Simon Sinek wisely said, “The leaders who get the most out of their people are the leaders who care most about their people.”
3. Has the COVID-19 pandemic amplified discussions around the mental and emotional toll of healthcare work? If so, how?
Absolutely. The pandemic was a reminder of the silent struggles that healthcare workers face daily. It exposed, on a global scale, the deep emotional and mental toll of our profession—challenges that had long been ignored or downplayed.
For years, we operated in a system that valued relentless productivity over well-being, where exhaustion was normalised and self-care was seen as secondary. The pandemic shattered that illusion. It pushed an already overstretched workforce to breaking point, revealing the urgent need for better institutional support. The conversation has now shifted: resilience is no longer just an expectation—it’s a responsibility shared by the entire system.
More than ever, we must ensure that healthcare workers are not left to bear the weight of an overburdened system alone. We need meaningful change: better mental health support, fairer working conditions, and a shift away from the toxic culture of overwork. It’s not enough to simply applaud our frontline workers; we must advocate for a system that values their well-being as much as the care they provide.
If we want healthcare to thrive, we must start by taking care of those who take care of us.
4. How can healthcare employers create a culture that better supports doctors' well-being and reduces burnout?
A thriving healthcare system begins with the well-being of its workforce. To genuinely support doctors and combat burnout, we must foster a culture that prioritises people over processes and compassion over unchecked demands.
- Sustainable Workloads – Ensuring safe staffing levels and offering flexible scheduling is essential, not optional. When doctors are given the time to rest and recover, they return to work more focused, energised, and capable of providing the highest level of care.
- Open Communication and Peer Support – A workplace where doctors feel heard is a workplace where they feel valued. Encouraging open dialogue about workload and emotional well-being creates camaraderie and shared purpose, helping to alleviate the isolation that often accompanies intense work pressures.
- Access to Emotional Well-being Resources – Supporting emotional resilience within the profession is paramount. Providing access to confidential counseling services, peer support networks, and stress management programs allows doctors to seek help in a safe and supportive manner.
- Reducing Administrative Burdens – Doctors enter medicine to care for patients, not to be consumed by paperwork. Streamlining bureaucratic processes and ensuring that clinical decision-making takes precedence over unnecessary administrative tasks enables doctors to focus on what truly matters—patient care.
- Recognition and Appreciation – Small gestures of gratitude—whether awards, thank-you notes, or verbal acknowledgments—can make a profound difference. When doctors feel recognised and appreciated, their sense of purpose and dedication are reinforced.
- A Culture that Encourages Seeking Support – We must challenge the outdated notion that asking for help is a sign of weakness. Seeking support is a strength, not a failure. Healthcare leaders must set an example, creating an environment where struggling is met with compassion, not judgment.
- A No-Blame Culture – Doctors are human; like all humans, they are fallible. Instead of punishing mistakes, we should encourage learning from them. A culture of psychological safety—where staff can discuss challenges without fear of repercussions—leads to continuous improvement and ultimately better patient care. At its core, healthcare is about human connection. By cultivating workplaces rooted in unity, integrity, and shared responsibility, we can create environments where doctors aren’t just surviving but thriving, allowing them to channel their passion into providing the best possible care.
Now is the time for action. The well-being of healthcare professionals is the foundation of a system that serves both patients and the individuals who dedicate their lives to healing others.
On Self-Care and Mental Health in Medicine
1. You mentioned the importance of self-care as the foundation of healthcare. Can you elaborate on how this shift in mindset could transform medical practice?
I often reflect on the times I pushed myself past my limits—skipping meals, ignoring thirst, and rushing through my day as if there were no time to pause. In the short term, adrenaline kept me going, but eventually, these habits took a toll—not just on my health, but on my ability to truly be present. I came to realise that self-care isn’t a luxury; it’s a necessity.
In healthcare, we’re often conditioned to equate self-sacrifice with dedication, sometimes overlooking that our well-being is the very foundation of the care we provide. When we take time to care for ourselves, we show up more energised, focused, and empathetic—qualities that enable us to connect with our patients with clarity rather than through the fog of exhaustion.
Imagine a shift in medicine—from relentless self-sacrifice to sustainable self-preservation. The impact would be transformative for both individual practitioners and entire healthcare systems. A well-supported workforce fosters better teamwork, improved patient outcomes, and a culture that values balance and long-term sustainability. This isn’t just about wellness; it’s about securing the future of healthcare, and ensuring it remains compassionate and united.
Healthcare institutions have both the power and the responsibility to lead this change. By prioritising well-being, they create environments where self-care is an essential part of the job. When we care for ourselves, that care ripples out to every patient, every team, and every family we serve. This shift isn’t merely a change for the better—it’s a necessary transformation, and it starts with us.
2. How can healthcare professionals prioritise their own health, especially in high-pressure roles?
It begins with granting ourselves permission to practice self-compassion and requires the courage, trust, and commitment to set boundaries that protect our well-being. For far too long, the culture of medicine has glorified exhaustion, equating self-sacrifice with dedication. Yet true dedication isn’t about pushing ourselves to the brink—it’s about cultivating the strength, clarity, and resilience needed to consistently care for those who depend on us. We all know the adage, “You cannot pour from an empty cup”.
Healthcare professionals must support one another and feel empowered to say “no” to burnout and “yes” to balance. This means taking breaks without guilt, seeking support when needed, and making time for loved ones without feeling like we’re failing our other roles and responsibilities. Normalising the act of asking for help and fostering environments where self-care is celebrated as a strength is essential. Systemic change is also needed: healthcare leaders must be accountable by creating policies that promote well-being, ensure humane work schedules, and build robust support systems.
By embracing self-care, we not only safeguard our own well-being but also exemplify the principles we share with our patients—demonstrating that balance is not only attainable but imperative for cultivating a compassionate, sustainable healthcare system as we confront escalating global health challenges.
3. What practical steps can employers and institutions take to encourage self-care among their healthcare staff?
Employers should create safe, nonjudgmental spaces where doctors, nurses, and all staff feel empowered to acknowledge their stress, trauma, and fatigue. This means fostering an environment where vulnerability is not seen as a weakness but as a stepping stone toward genuine well-being and better patient care.
Practical measures include investing in robust emotional health resources. Institutions can implement structured breaks, flexible work schedules, and comprehensive wellness programs—alongside counseling services, team-building sessions, and mentorship opportunities—that help staff navigate daily challenges. Even simple gestures, like shared tea breaks and dedicated quiet spaces for reflection, go a long way in cultivating a culture where self-care is not only accepted but celebrated.
A harmonious collaboration among doctors, employers, and policymakers is important for systemic change in healthcare. By aligning these stakeholders, we can establish an environment that prioritises healthcare providers' well-being, thereby enhancing patient care. Senior doctors, as leaders, can drive change by holding employers accountable and advocating for a supportive workplace culture. The time for change is now— invest in our workforce’s well-being today to ensure exceptional care for patients tomorrow.
On Advocacy and Systemic Change
1. You propose a global movement encouraging healthcare professionals to prioritise their own well-being. What would be the key pillars of such a movement?
For me, such a global movement can be structured around four foundational pillars, encapsulated in the acronym, CARE, which I coined:
- Cultivate Awareness: We begin by honouring the intrinsic value of every healthcare professional. Recognising that self-care is a necessity, we affirm that nurturing oneself is essential to providing exceptional care to others.
- Advocate for Understanding: Encouraging deep self-awareness among healthcare workers is important. By acknowledging and addressing one's own physical, emotional, and mental health needs, we empower individuals to lead healthier, more balanced lives, thereby enhancing their capacity to care for others.
- Resilience through Support Networks: Building a supportive community fosters resilience. Establishing workplace systems that prioritise the well-being of healthcare staff ensures that they are equipped to face challenges with strength and compassion.
- Empower through Advocacy: Ensuring that healthcare professionals have a voice in policy decisions is important. By advocating for systemic changes that prioritise their well-being, we create an environment where self-care is a shared commitment, leading to a more compassionate and effective healthcare system.
By embracing these pillars, the CARE movement aspires to ignite a global shift, making self-care a shared priority at the workplace and empowering healthcare professionals to lead lives of purpose, balance, and profound impact.
3. Can you share your thoughts on the U.S. Burnout Reduction Act? Would a similar approach be effective in New Zealand?
The U.S. Burnout Reduction Act is a compassionate, brave step forward in recognising that the well‐being of healthcare professionals is fundamental—not just for the providers themselves but for the patients and communities they serve. By prioritising accessible mental health support, reducing onerous administrative burdens, and enshrining protections for staff rights, the Act sends a clear message: caring for those who care for us is not optional but essential.
In New Zealand, burnout is a critical concern. For instance, a British Medical Journal study by Boyle et al. (2025) found that 80% of 509 resident doctors exhibited high levels of burnout on at least one of three dimensions—emotional exhaustion, depersonalisation, and low personal accomplishment—with 26% scoring high on all three. Another study reported that medical doctors face nearly twice the burnout risk of other workforce groups.
Although detailed comparisons between locally trained and internationally recruited professionals are limited, qualitative insights suggest that locally trained healthcare workers often face higher administrative pressures, while international colleagues may encounter unique challenges such as discrimination. This highlights the need for a multifaceted, culturally sensitive strategy.
A similar approach in New Zealand could be transformative if tailored to its unique healthcare context. Key measures could include:
• Enhanced Mental Health Support: Ensuring all healthcare workers have easy access to confidential and culturally safe mental health services.
• Administrative Streamlining: Leveraging technology to reduce paperwork and administrative burdens so that clinicians can devote more energy to patient care.
• Work Hour Regulation: Implementing policies to limit excessive work hours and ensure sustainable scheduling and adequate staffing levels, thus mitigating fatigue.
• Protection of Staff Rights: Establishing robust legal safeguards—especially for internationally recruited staff—to guard against workplace discrimination and ensure equal support.
• Employer Incentives: Mandating and incentivising comprehensive burnout prevention programs that truly prioritise employee well-being.
By adopting these measures, New Zealand can cultivate a healthcare environment where every professional—whether local or foreign—is valued, supported, and empowered to deliver the highest quality care. This is not just a policy change; it’s a cultural shift toward a system that respects the humanity of its caregivers, ensuring that compassion remains at the heart of our healthcare system.
