Explore our Embrace Joy resource hub for inspiring ways to encourage your healthcare teams.
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From illuminating case studies to interactive workbooks, improve overall well-being and inform cultural best practices at your organization with these essential healthcare resources.
Embrace joy…in small moments. Embrace joy…in challenging times. Embrace joy…in celebrations & traditions. Embrace joy every day.
Brian Helleland, CEO, and Mary Ann Perez, Director of Care Experience work at St. Jude Medical Center in Southern California. While they have different roles in the company, both are passionate about nurturing pride for their organization.
In this episode Brian and Mary Ann speak to the importance of training and how it is the job of a leader to make culture tangible.
If you liked what you heard today, watch our ‘Lessons in 2020: Building a Resilient Workplace‘ webinar on-demand featuring Brian Helleland as one of our healthcare executive guests.
1. Own Culture Initiatives
Brian Helleland: “We’re not shy about talking about hashtag St. Jude pride or the St. Jude pride campaign. We’re transparent about it. We’re not trying to manipulate or trick anybody that we’re creating this culture to make people happy to be here. We want our staff to be part of generating the pride and that we’re all building this pride together. Not that we’re trying to build it as leaders.”
2. Share Positive Stories
Mary Ann Perez: “I saw a lot of stories from our own caregivers with photos, maybe of a poster that a community member had left out in one of our parking areas. And just every time the caregiver posts, at the end they have #StJudePride. It’s not just the organization saying how important St.Jude pride is, but our own caregivers recognizing it and feeling it themselves. They don’t feel like they can tell a story of St. Jude without including the hashtag St. Jude pride.”
3. Be Human-Centered
Mary Ann Perez: “We have an applause program, which actually generates about a thousand to 1400 per quarter of recognitions that come from patients and families. They go from caregiver to caregiver, from physicians. In addition, we have an online recognition form where we receive recognitions again from caregiver to caregiver, in addition to online stories. Another mechanism we have in place is our daily huddles, and our daily huddles occur in every department every day, and we highlight a different caregiver’s story.”
Brian Helleland: “One of the other things that I use as a metric is how many of your caregivers do you know by name? Executives are embarrassed sometimes to go around and talk to people and are afraid to introduce themselves because they may not know the caregiver by name or the employee by name, and I’m like, that’s fine. Go out in another couple of days and go out, and when you didn’t know 50 people’s names, maybe the next time you don’t know 30 people’s names. And at some point in time, you’re going to know almost everybody’s names, but those there’s little things to just get over on employee relations and be a relationship driven organization.”
4. Make Your Rounds
Brian Helleland: “It starts with the leadership. You’ve got to invest, not just money, but you’ve got to invest time. You’ve got to walk the halls and talk to people. I tell our leadership all the time. If rounding is not your favorite part of the day, you’re doing something wrong.”
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In collaboration with Wambi, the Gut + Science Podcast Healthcare Series hosted by Nikki Lewellen, Director of Partnerships at Wambi, highlights accomplished, people-first healthcare CEOs (and executives) that share their powerful mindsets, experiences and tools that have helped them succeed. The show encompasses all areas of human capital at work and the successful best practices that breed healthy, engaged organizations.
Creating a motivated and resilient workforce is an everyday priority for people-first leaders, but 2020 presented many challenges to that mission. Overcoming this year’s unique challenges led to insights on how these leaders used creativity to empower peers commitment to excellence and grace to validate the emotional effects of he pandemic. The learnings we gathered included: increasing visibility to support staff, invest in resiliency trainings to protect the workforce, and also prioritize the focus on employees so that they they feel able to show up for their patients (and so much more). Each of these leaders inspired us with their empathy in building resilience. For those looking for words of wisdom, we encourage you to watch the recording.
David L. Baiada is the CEO of BAYADA Home Health Care, a $1.5 billion global leader in home health care, with over 28,000 nurses, aides, therapists and other professionals serving clients in more than 365 locations in 23 states, England, Germany, India, Ireland, New Zealand, and South Korea. Mr. Baiada was appointed CEO in August 2017 when BAYADA’s founder, Mark Baiada, stepped into a new role as Chairman. Since joining BAYADA in 2002, Mr. Baiada has worked in a variety of roles and learned the business from the ground-up. Taking on progressively increasing responsibilities, he most recently served as practice president for home health, hospice, pediatrics practices; lead the Enterprise Quality teams responsible for policy development, regulatory support, and quality assurance/auditing; spearheaded the redesign of the quality improvement and standards framework for the entire enterpriset; oversaw four strategic business acquisitions; and launched the Hospice Specialty Practice to provide high-quality, end-of-life services. In May 2016, Mr. Baiada was named one of the 40 most influential professionals under age 40 in the Philadelphia region by the Philadelphia Business Journal.
Prior to joining BAYADA, Mr. Baiada worked as an analyst and associate at Diamond Management and Technology Partners in Chicago. He earned an MBA in Health Care Management from the Wharton School at the University of Pennsylvania and BA in Economics from Cornell University.
As South Florida’s only university-based medical system, UHealth is a vital component of the community that is leading the next generation of health care. Dr. Fagan serves as the senior administrative and clinical nursing leader in the development and implementation of service excellence across the UHealth system. Her team drives the strategic direction, tactics, processes and projects that link the health system’s clinical reputation for excellence. Prior to her service at UHealth, Dr. Fagan worked foe Brigham and Women’s Hospital in Boston, MA as the Associate Chief Nurse at the Connors Center for Women and Newborn providing leadership to BWH OB/GYN & NICU nursing and support staff, advancing nursing science and practice with the organizational mission of excellent care, global and community maternal-child health and training the next generation of inter-professional students, raising BWH in-patient obstetric practice nurse/physician patient communication/care patient satisfaction scores from 56% to 95% over two years.
Brian Helleland was appointed Chief Executive of St. Jude Medical Center in January 2017. Previously he served as St. Jude’s Chief Operating Officer for 10 years. He is responsible for the non-profit, 320-bed tertiary hospital and integrated delivery network – recognized as one of Southern California’s most respected and technologically advanced hospitals. Organizational leadership is his passion and he encourages each caregiver to reach their potential through engagement, education and empowerment. He believes servant leaders provide the foundation necessary to transform and shape a culture focused on demonstrating quality, operational efficiency and fiscal responsibility. Under Brian’s leadership St. Jude has earned national awards and recognition for its specialties, including: orthopedic, cancer, maternity, neurosciences and stroke, rehabilitation and cardiac care.
With over 20 years of experience in healthcare administration, Brian came to St. Jude in January of 2006 as the Vice President – Operations after having served in a similar role at Eisenhower Medical Center (EMC) in Rancho Mirage, CA. Prior to his three years at EMC, he was the Chief Operating Officer at Phoenix Baptist Hospital, a community teaching hospital, for three years and the Chief Operating Officer at Western Arizona Regional Medical Center for three years.
Deana Sievert has over 25 years of experience in nursing, with 15 of those years in various leadership roles. Sievert received her Bachelor of Science in Nursing degree from the University of Toledo/Medical College of Ohio Consortium, then obtained her Master of Science in Nursing degree from the Medical University of Ohio, Toledo. She received her Doctorate of Nursing Practice as a Nurse Executive from the Ohio State University. She is currently enrolled at Walden University in pursuit of her PhD in nursing leadership. Over her tenure, she helped lead ProMedica Toledo Hospital Campus to three consecutive years of being awarded Healthgrade’s Top 100 Hospitals and in 2017-2019 a Top 50 Hospital. She currently serves as the President of Fremont Memorial Hospital and Fostoria Community Hospital and serves as the Chief Nursing Officer for the Acute Care/Provider division of ProMedica. She has oversight of the quality, safety, experience and clinical risk services of the division also. The ProMedica Center for Nursing Excellence reports to Sievert and is on a journey for advancing evidence-based care culture and healthcare provider well-being . She serves on several community boards, and participates in many professional organizations.
The Honorable Dr. David Shulkin was the Ninth Secretary of the US Department of Veteran Affairs, and served in President Trump’s cabinet as the only cabinet member confirmed unanimously by the Senate. Secretary Shulkin previously served as the Under Secretary for Health. Having been appointed by President Obama and prior to coming to be a secretary, Shulkin served as Chief Executive of leading hospitals and health systems, including Beth Israel in New York City and Morristown Medical Center in northern New Jersey.
He is the University of Pennsylvania Leonard Davis Institute Distinguished Health Policy Fellow and has been named one of the Hundred Most Influential People in American Healthcare. He’s the author of the best-selling book, “It Shouldn’t Be This Hard to Serve Your Country”, is a board-certified internist, and is married to his medical school classmate.
If you liked what you heard on resilience, tune into one of our panelists, Dr. Maureen Fagan and her powerful message about helping her team find their reserves. Dr. Maureen Fagan is passionate about leading resilience and helping people recharge. In this episode, Maureen recounts her leadership journey this year on the frontlines of healthcare and shares best practices to help employees find their “reserves”. Listen to the Gut + Science Healthcare Series episode “Reflect to Recharge.“
Dr. Maureen Fagan is the Chief Nursing Executive at University of Miami Health System in Miami, FL. She is passionate about leading resilience and helping people recharge.
In this episode, Maureen recounts her leadership journey this year on the frontlines of healthcare and shares best practices to help employees find their “reserves”.
If you liked what you heard today, watch our ‘Lessons in 2020: Building a Resilient Workplace‘ webinar on-demand featuring Dr. Maureen Fagan as one of our healthcare executive guests.
1. Listen to Hear and Empathize
Maureen Fagan: “You see an executive that’s on the floor in what we would call the trenches. That’s our slang for being on the unit and seeing the patients and meeting the patients and hearing their stories, and I can see that when I do that nursing leadership in the end, the nurses on the frontline that are their staff step back and listen to me. They listened to me talking to the patient. And when I’m talking with the patient, I’m cognizant of the fact that I’m modeling the behavior, that I would like them to have the comportment of what I would like them to be providing.”
Maureen Fagan: “You’re staying on point with what the patient is explained to you. And if the patient is sad about, um, having gotten COVID and they just couldn’t believe it, and that they didn’t think it would happen to them, you’re obviously saying, ‘I’m so sorry that this happened to you.’ You’re being able to meet them where they are at this moment. So what you’re doing is focusing the negative mindset that the patient is in currently, and then you’re saying, in your mind, ‘How am I actually going to be focusing on something positive?’ So you’re taking that mindset, that negative mindset, and giving it the reframe that we talked about to something positive.”
2. Don’t Take the Bait
Maureen Fagan: “I think if you reflect back and use the lens of objectivity, you know, I know I got triggered by when he, or she said this or that. And then that made me do what? I tell my staff, and I’ve told myself this for years, don’t take the bait when something is happening right there. There might be somebody that you’re having a conversation with and it’s becoming provocative for some reason, and you want to make a point. I think if you actually respond back with, ‘Well, you know, I think that because ___,’, that actually just cascades. And so when you’re looking back on this after the event is over or the conversation is over, I think when you reflect back that begins your process of how you restore and rejuvenate yourself based on your reflection.”
3. Take Time to Recharge
Maureen Fagan: “Part of my self-care is when I get home, I am quiet for a solid hour. I don’t watch television. I don’t read. I sit outside and I think sitting outside, no matter what the temperature is, if you’re dressed the right way to be able to actually breathe without your mask outside, without anyone else being around you is a saving grace in this pandemic.”
4. Have Energizing Talks
Maureen Fagan: “One of the things we like to do is to come on [Zoom] a little bit earlier and just chat it up. That’s been fun because whoever is on early, you get to say hello to and talk about other things, too. And when the new folks come on, you can see them come on before they actually come on. So, if you’re already talking, the other person realizes, ‘Oh, you know, I really want to talk to these people, too.’ And now we have another two minutes before we’re actually going to start the Zoom. So I find that a lot of fun.”
Maureen Fagan: “I think to be, to be a little silly changes the energy in a room and to be silly with, um, without hurting someone’s feelings. So silly stays in a realm of being funny and being childlike in its environment. And that is a very high energy field to be like that it’s like singing, singing is another very high energy field that you can capture. But silliness does that too.”
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This episode of Gut+Science Healthcare is a throwback to a guest Bernie McGuinness, Chief Executive Officer at Majestic Care. The business specializes in community-based skilled nursing throughout Indiana, including short-term rehabilitation, long-term care, and memory care. With more than 20 years of experience in senior healthcare management, Bernie understands the inherent stresses of the modern-day healthcare professional.
You’ll hear Bernie share how he fosters a “culture first, people first” organization and his desire to develop emotional ownership for his care team members. He also breaks down his “Five S’s” strategy; a system that empowers people to take big ideas and turn them into daily strategies for sustainable and prolonged growth.
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