It’s a problem we see all too often: someone has an amazing idea, like a program designed to improve community health while reducing overall costs or a plan to retain top talent amidst rising turnover rates, but other stakeholders just aren’t quite on board. Buy-in can be especially difficult for those new to leadership — 4 out of 5 new leaders don’t feel prepared to get buy-in for their vision. Coming up with an amazing idea to instigate change is only part of the process.
We are beginning to see a gradual shift in focus for healthcare organizations, from oversight of sick care to the provision of true health care. As part of this shift, the role of the Chief Population Health Officer (CPO) is growing in number and importance.
For any organization, change is a natural part of day-to-day work. From employee transitions to industry innovations, change is inevitable. For leaders, adapting to change can be difficult if they don’t have the right mindset, tools, or capabilities to do so. The speed of change has rapidly increased over the years — such as the advent of telehealth and new digital technologies to support healthcare. In fact, the United States boasts the largest growing health industry in the world, consisting now of over 784,626 companies. With a 9.7% annual rate of growth, it’s more important than ever for leaders to master the art of change.
At any organization, change is inevitable — and necessary! Whether team members retire or take on new positions, it’s natural to expect roles to change over time as a product of growth. While change is the only constant, it can still create setbacks for both the individual and organization when those stepping up to take on new responsibilities, and those that will be impacted by the change, are not properly prepared.
Trust is the backbone of any healthy organization. Without trust in self, colleagues, and leadership, organizations are unable to reap the rewards of effective working relationships and collaborations. This is especially true within healthcare organizations, where a lack of trust can result in lower quality patient care.
With the ongoing wave of resignations sweeping the country, healthcare employees are experiencing some of the highest levels of burnout. Nearly 3 of every 10 healthcare workers have plans to leave their jobs in the near future due to burnout. Increased turnover results in lower quality patient care—making employee health and well-being absolutely vital to the well-being of patients. Research suggests that strategically investing in efforts to foster worker well-being not only improves employee health but can also bring about beneficial business outcomes such as improved job performance (including increased productivity), and lower levels of employee burnout. To capitalize on these benefits we invite you to consider the important roles that organizations, leaders, and individuals play in creating workplace health and well-being and strategies for improvements.
In the past year, record numbers of Americans have left their jobs—4.3 million people resigned in January 2022 alone—prompting what economists have dubbed The Great Resignation. Covid left workers re-evaluating their priorities, leading a lot of Americans to seek a healthier work-life balance than their current position, find a job with higher pay or better benefits, and in some cases, switch careers entirely. Industries that experienced extreme demand during the pandemic have been hit hardest by The Great Resignation, with a 3.6% increase in healthcare resignations from the previous year. The wave of resignations shows no signs of slowing down any time soon, so finding ways to decrease turnover is imperative for leadership.
One of the defining aspects of effective leadership lies in how well your team performs on a regular basis. As a direct reflection on management, high-performing teams who consistently accomplish their goals on time with minimal problems are intensely sought after. High-performing teams collaborate well together, deliver quality work in a timely manner, and remain consistent in their execution and ability to adapt to new circumstances. Creating and maintaining a high-performing team is the key to success in any business.
In this timely article, we are sharing the unique and triumphant story of how Northeast Georgia Health System (NGHS) cultivated physician engagement despite the myriad challenges of COVID-19 by leveraging our Applied Physician Leadership Academy (APLA).
By Bob Sachs, PhD, Board Member of TLD Group & We Care Services for Children, formerly Vice President of National Learning and Development, Kaiser Permanente
As the board chair of a not-for-profit agency, We Care Services for Children, that provides mental health and developmental services for young children and their families in the San Francisco Bay Area, I am acutely aware that since the pandemic began, there has been an increase in the number of children and young adults with behavioral and mental health issues.
