A nurse’s experience in military and civilian healthcare
Sharon Stewart, group director of clinical governance and quality improvement at Circle Health Group, discusses the unique skills serving as an Armed Forces reservist has given her and how the right support means she can thrive in both her roles.
I started my career three decades ago when I qualified as a general nurse in 1990. Initially, I started in the intensive care unit at Blackpool Victoria Hospital, but after a while, I transitioned to the private sector.
I worked my way through a variety of management roles until I gained my current role as group director of clinical governance and quality improvement at Circle Health Group. This means that I lead efforts to enhance patient care and safety.
Alongside my civilian career, I have also built a distinguished military career, serving in intensive care, managing military wards, and progressing to senior leadership roles, including senior nursing officer, officer commanding clinical squadron, and eventually commanding officer of the medical operational support unit.
This also included deployments to Iraq in 2004, Afghanistan in 2010-11, and Sierra Leone in 2015, where I played a key role in medical assurance and crisis response.
My dual career has given me a unique perspective on healthcare management, leadership, and governance. Comparing systems, processes, and structures between the military, NHS, and private healthcare settings has allowed me to bring fresh perspectives and innovative solutions.
The military’s structured leadership development and emphasis on remaining composed under pressure has strengthened my ability to lead teams in healthcare.
In the military, there is a strong focus on taking care of oneself and one’s team, a philosophy I carry into my civilian role, ensuring my teams are well-prepared and supported to perform at their best.
The principle of train hard, fight easy is something I have embedded in my leadership approach, ensuring that rigorous preparation and continuous learning build confidence and resilience among my staff.
Circle Health Group has played a crucial role in enabling me to balance my reservist duties. They offered me flexible leave for training and deployment, a structured policy supporting reservists, and a culture that values the unique skills I and my fellow reservists bring. In return, I make sure I plan training weekends and annual exercises well in advance. I credit this proactive approach as key to maintaining work-life balance and operational stability.
My dual career has had many highlights, including attending Buckingham Palace to receive the Associate of the Royal Red Cross medal from Prince (now King) Charles for my service in Afghanistan, a recognition of my dedication to both military and civilian healthcare. The second was working in Sierra Leone to develop a healthcare recovery plan after the Ebola crisis. Our final strategy was signed off by President Barack Obama, a moment that reinforced just how much impact a reservist can have beyond their immediate roles. It was surreal to be part of such a major initiative, and I remember thinking, ‘I am only a nurse,’ yet my expertise and leadership had helped shape healthcare policy on a global scale.
I strongly encourage healthcare employers to recognise the value of reservists. We bring exceptional resilience, adaptability, and leadership skills that go beyond the average employee.
Employers that support reservists don’t just gain skilled employees—they gain leaders trained to handle crises, work under pressure, and bring a disciplined, problem-solving mindset to their teams.
While some employers may hesitate to support reservists due to concerns about time away from work, I believe the benefits far outweigh the challenges. The most valuable support an employer can provide is time, along with a genuine interest in understanding how military training enhances skills that directly benefit the workplace.
