Several years ago, the nurse manager of my pediatric intensive care unit (PICU) did an informal survey of the PICU doctors and nurses. She asked, “If a crisis were happening in the PICU, who would you want standing next to you?” Almost without exception, the nurses named a doctor and the doctors named a nurse.

We are all dependent on each other as members of the intensive care unit (ICU) team to deliver the best possible care to our patients. One of the greatest worries that I have heard my ICU and SCCM colleagues express is that there are not enough critical care professionals to care for patients, and that the shortage is getting worse. It is not easy to see how you, as an individual, can do anything about the shortage of critical care professionals.

Think back to how and why you entered critical care. Often people find their way to critical care through serendipity, and then remain there because of the influence of one or more colleagues. I took a one year position in an ICU after my residency to give myself a chance to decide what I wanted to do with my life. I quickly found that I loved the environment and the people. Several critical care nurses I worked with more than 20 years ago are still very memorable to me. Society Member Joseph E. Parrillo, MD, FCCM, was the director of the ICU and also an influential mentor for me. I hadn’t originally chosen critical care as a career, but remained in it because of the work, the environment, and most importantly, the people. Other critical care colleagues of mine have ended up in critical care because a position wasn’t open in another area, or perhaps because a family member had been a patient in an ICU. Once in the ICU, they “got the bug” too, and stayed for reasons similar to mine.

“By your example, you can show others
why critical care is a great career.”

Your ICU team members are the strongest reasons for entering the critical care profession and staying there. Mentoring new colleagues in the ICU is an effective way that you can help with the workforce shortage at a local level. You can guide students and new colleagues on the team – even those of different professions – and encourage them as they pursue their professional goals. “But I don’t know how to be a mentor,” you might say. Set the example that you want others to follow. Deliver the kind of care that your patients deserve and demonstrate the attitude that you would like to see in your colleagues. By your example, you can show others why critical care is a great career.

Often, mentoring just means being there when a colleague needs help or advice. Celebrate the team’s accomplishments, as when a critically ill patient has a remarkable recovery. Just as importantly, or maybe even more so, be there to support your colleagues when things do not go well. The nature of critical care is that the patient does not always get better. We must do our best to care for the patient and support the family, but we must also support each other. It is never easy to lose a patient; support from your colleagues is essential to learn how to grieve the loss and then move on.

Mentoring in the ICU also means improving the work environment as much as you can. A positive, professional setting will do much to retain healthcare professionals in critical care. You can set the tone for your ICU by demonstrating respect and consideration for all of your colleagues on the team. Remember, none of us can do the job alone. Treating your colleagues with respect shows them that you value their contributions. Feeling valued is a powerful reason that people stay in the workforce.

The Society is actively working with other organizations to advocate for legislation that will encourage people to enter and stay in the healthcare field, and in critical care in particular. The Society has partnered with the American Association of Critical-Care Nurses, the American College of Chest Physicians and the American Thoracic Society to produce a white paper called, “Framing Options for Critical Care in the United States (FOCCUS),” specifically addressing issues related to the critical care workforce. These four societies are now working on specific projects that have developed from the FOCCUS paper. In addition, SCCM has participated actively in efforts to ensure appropriate reimbursement for critical care services.

As the Society continues to work to improve recruitment and retention of critical care professionals globally, you can continue to work at the local level to attract new people to the critical care profession and encourage those who are there now to stay in critical care. Critical care needs you!