25 minute read
Member Spotlights
Member Spotlight
Stephan Davis, FACHE MHA Director and Assistant Professor University of North Texas Health Science Center
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What are you doing now? I serve as director of the Master of Health Administration program at the University of North Texas Health Science Center (HSC), School of Public Health. In this role, I have the pleasure of teaching and advising students, working with healthcare executives who serve as preceptors for student internships, and collaborating with faculty and staff to ensure our program meets the needs of our various stakeholders. As the only master’s program exclusively based in North Texas that is accredited by the Commission on the Accreditation of Healthcare Management Education (CAHME), the gold standard for graduate training in healthcare leadership, much of my work also focuses on ensuring that our program continues to exceed the rigorous standards associated with CAHME.
I am a national faculty member and the 2020-2021 Chair of the ACHE LGBTQ Forum. In these roles, I have had the pleasure to teach sessions at Congress and at ACHE executive seminars and collaborate with healthcare leaders across the nation on ACHE’s diversity initiatives. I am also very active with the Yale University community. I serve as the alumni co-chair of the Inclusion, Diversity, Equity & Action Solutions (IDEAS) Council for the Yale School of Nursing, and in July I began a three-year term as delegate to the Yale Alumni Association.
In your opinion, what is the most important issue facing Healthcare today? The current crisis has illuminated numerous challenges for our healthcare system. While there are clearly structural, technological, and process-related issues that need improvement, I believe our greatest strengths and opportunities for growth are in our workforce. Leaders must ask whether their workforce is prepared to meet our present challenges and the needs of the future. In addition to our ongoing focus on preventing burnout and building resilience among members of the clinical workforce, ensuring that our teams are adaptable and possess the agility necessary to navigate uncharted waters is critical.
As someone who entered healthcare leadership by way of nursing, I am very mission-focused. I believe that our collective work in healthcare is truly a calling to advance health and alleviate suffering. I believe that the only way our organizations will succeed now and in the future is by ensuring that each member of the workforce fully understands the tremendous responsibility we hold.
How long have you been a member of ACHE? I first became a student associate with ACHE in 2007 when I began my master’s program in health systems administration at Georgetown. I became a Fellow of ACHE in 2014. As a new Dallas-Fort Worth resident, I became a member of the North Texas Chapter this spring.
Why is being a member important to you? Has ACHE membership been a benefit to you in your career? Being a member and Fellow of ACHE is so important to me because healthcare administration is a profession with a distinct body of knowledge and code of ethics. Additionally, the healthcare industry continually evolves, so lifelong learning is critical. ACHE is the leading professional society for our field because of the resources that are available through the College, our professional code of ethics, and unparalleled continuing education and networking opportunities.
One example of the career-changing experiences I have had with ACHE is when I was selected for a scholarship to ACHE’s Executive Development Program. The program involved multi-day educational sessions in three different cities with a cohort of executives. The learning experience and the professional connections made were invaluable. I remain in contact with several of the healthcare leaders who were in my cohort. Additionally, I subsequently had the honor of serving as faculty in the Executive Development and Senior Executive Development Programs in 2018 and 2019. ACHE affords us not only the opportunity to learn, but to give back to our profession through teaching and service.
What advice would you give early careerists or those considering membership? Being an early careerist and millennial myself, I would say that the beginning of your career is the best time to join and become engaged. I have seen many talented executives put off joining ACHE and pursuing fellowship, naively believing that they will have more time “later.” For many healthcare leaders, it does not become easier to integrate professional responsibility later in their careers. I would say to those entering healthcare administration, the time is now to join, continue learning, get engaged, be of service, and begin laying the groundwork to establish an effective professional network and ultimately pursue board certification with ACHE. And with each step that you take as you progress along your career journey, remember to extend the hand of mentorship to the person behind you. ACHE is full of wonderful mentors because many of us achieved success in part due to mentorship from others. We should all pay it forward.
Tell us one thing that people don’t know about you. I was originally a jazz performance major and continue to play saxophone and write music. I really enjoy finding ways to combine both passions. For years, I have performed saxophone during the holiday season in the atriums of hospitals for patients and healthcare workers. I just moved to Dallas-Fort Worth in the spring, so I do not have a standing holiday engagement here, but I would love to find a hospital to hopefully spread some cheer as we bring a very challenging year to a close and recognize holidays across cultures and faith traditions.
Member Spotlight
Tammy Testa Vice President Corgan, Inc.
What are you doing now? My role as a Healthcare Architect allows me the opportunity to work side by side with clinicians and contractors to explore new and better ways to deliver healing spaces. It’s a fast moving and peoplecentric profession that I love.
In your opinion what is the most important issue facing Healthcare today? TODAY it’s a new world of PANDEMIC issues that overwhelm our minds as we grasp the concepts of social distancing, surges and the global downturn. This is an extreme shift of daily life as well as our future but makes me consider the potential of new knowledge for so many industries.
How long have you been a member of ACHE? I am just a few months into my membership and appreciate the front row seat to see how leaders approach delivering healthcare in North Texas.
Why is being a member important to you? Has ACHE membership been a benefit to your career? I am here because of my colleague’s appreciation of their ACHE experience. Being a member, broadens your connections, deepens your knowledge and design approach with healthcare delivery. What advice would you give early careerists of those considering membership? As others have shared with me, the more curious you can stay about your craft and the more inclusive you can be in your collaboration, the better the outcomes.
Tell us one thing that people don’t know about you. I am a part of a small group of keyboard students that in college had the enjoyment of learning to play a pretty rare instrument--the harpsichord. The plucking sound brings to mind powdered white wigs right?
This makes me a more than ‘old fashioned’ girl, but one that really enjoys the challenges of our modern world!
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COVID-19 has upended daily life and created stress for everyone, but the pandemic has hit healthcare workers especially hard.
Between juggling caregiving responsibilities of patients and families, managing resources that are in high demand, and staying up to date on the latest developments in all things COVID-19, it’s no wonder why so many doctors, nurses, and other medical professionals are feeling strained. “I think everyone feels the pressure of COVID-19,” says the Rev. Caesar Rentie, vice president of pastoral care for Methodist Health System. “It’s an extremely stressful time.”
But one bright spot has been the way employees have come together, he says. The pandemic hasn’t stopped the staff from finding new ways to support themselves and each other in a crisis. HAVING A SERVANT’S HEART Several of Methodist Health System’s best have stepped up in a big way, volunteering to man the COVID-19 units so their co-workers can feel safer and experience less stress.
One nurse, Dawn Morrison, RN, at Methodist Mansfield Medical Center even went as far as to open her home to other employees for quarantine, so they wouldn’t have to pay for a hotel or place their families at risk of infection. Along with staff nurse Leah Barbee, RN, they have also helped others whose spouses were laid off by offering gift cards, food, and other necessities.
Everyone has been leaning on one another, says Rev. Elias Lopez, director of pastoral services for Methodist Health System. Many floor managers take time to check in regularly with their colleagues and talk through their experiences.
“They’re supporting each other, lifting each other up, and encouraging one another,” he says.
STAYING CONNECTED Today’s technology makes it easy to reach out, even from a distance, and Methodist Health System is taking full advantage when combatting COVID-19-related stress.
With virtual support groups, such as MHS CARES and MHS CARES4DRS, employees can get advice and listen to experts talk about self-care topics, from spiritual and emotional wellness to post-traumatic stress.
One staff member wrote to say the virtual meeting she attended gave her a sense of validation.
“We’re all navigating this pandemic as best we can, and today’s presentation was just what I needed,” she wrote.
FOSTERING RESILIENCY Think of the fight against COVID-19 as a marathon, not a sprint. Making sure frontline workers maintain a resilient spirit is key.
That’s why Methodist Health System launched a program featuring the teachings of Amit Sood, MD, a nationally renowned expert and author on emotional resilience. A small group of doctors, nurses, wellness coaches, hospital chaplains, and managers have already signed on.
The program offers online meetings and exercises that explore ways to practice mindfulness, gratitude, and kindness in their daily lives.
“We have a schedule and meet virtually every few weeks to discuss our progress through the content and how we feel it’s impacting our lives, professionally and personally,” says Laura Sweatt, MSN, RN-BC, director of the Magnet program at Methodist Mansfield and one of the program’s leaders.
PRACTICING SELF-CARE As any health expert would tell you, prioritizing your mental and physical well-being is a must when coping with stress.
Methodist Health System hospitals handed out aromatherapy patches and inhalers to help soothe anxiety among its staff. Methodist Charlton and Methodist Dallas Medical Centers made space for specially designed rooms where employees could refresh and regroup.
“It’s a place where people can find a bit of respite and get away for a bit while they’re on these difficult shifts,” Rev. Rentie says.
Some hospital workers have also had to self-quarantine for two weeks because they were exposed to COVID-19. In those cases, they were sent care kits containing essential items and activity books to help them through their isolation periods.
“We also put a note in there just to let them know we’re thinking about them and that they can call on us any time,” Rev. Rentie says.
SHOWING GRATITUDE The staff has also benefited from a huge and ongoing blessing: overwhelming support from the community.
Residents across Dallas-Fort Worth have sent hundreds of gloves, masks, and other personal protective equipment. Also, restaurants have generously donated meals to feed exhausted employees who sometimes don’t have time to get food for themselves.
“We have seen a tremendous outpouring of support. It’s just been amazing,” says Joanna Bender, RN, BSN, surgical services education coordinator at Methodist Richardson Medical Center.
“We’ve received everything from meals and snacks to scrubs, energy drinks, and thousands of masks. We are so grateful.”
Let’s get social
Burl Stamp, FACHE
Sadly – and maybe predictably – the parades, panbeating, headlight-flashing and banners have all faded as the pandemic has worn on. And what’s left? Health care professionals continuing to put their own lives in jeopardy – both physically and emotionally – to care for patients, especially in a handful of states where rapidly rising COVID-19 cases are pushing hospitals to capacity.
Throughout this crisis, one group of soldiers has been working behind the scenes to help navigate turbulent waters and to adapt strategies on an almost daily basis: frontline managers.
In many ways, the middle manager’s job is a thankless one. As the name accurately describes, they are literally stuck in the middle between frontline staff and senior management. The best frontline leaders learn to walk the tightrope between the two adeptly. But even some of the best managers have lost their sense of balance as the uncertainly of the pandemic has changed their world.
While difficult decisions are being made at the highest levels, managers have been on the frontlines of implementing them. And it has been an emotional roller coaster. First, ramp down volume to create capacity … then, reduce hours when cases didn’t materialize … then, ramp volume back up to recover revenue … then, furlough or layoff staff to reduce expenses to cover mounting losses. All of this, of course, is happening in the context of individual and collective emotional stress that most have not experienced in their lifetimes.
The point is certainly not to retrospectively criticize difficult decisions that were made when so many factors were in flux. Rather, organizations should recognize how much more challenging the frontline leader’s role has become over the past several months and adopt strategies to better support them.
Following are several suggestions to better support all staff by better supporting frontline leaders.
INCREASE LEADERSHIP VISIBILITY During times of crisis, it is a natural human instinct to retreat. Social distancing requirements have only further encouraged managers to take refuge in their offices or in some cases at home. While seemingly safe, retreating only exacerbates immediate and longer-term stress for the team.
Whether it is in person (in a mask at a safe distance, of course) or virtually via phone or Zoom, now is the time for leaders at all levels of the organization to be more visible. As I have quoted in this blog before, former Summa Health CNO Lanie Ward says leadership rounding is about “checking in on staff, not checking up on them.”
LISTEN … NOW MORE THAN EVER In addition to increased leadership rounding, smart organizations are creating ways for both frontline leaders and staff to be heard in safe, judgment-free environments. As part of Stamp & Chase’s “Staff and Patient Experience Snapshot,” we conduct targeted focus groups where both employees and their managers can express thoughts and concerns constructively – and anonymously – to help leadership assess morale and better understand the specific problems and issues staff are experiencing. In some cases, these issues can’t be solved immediately. But allowing staff members to share ideas and frustrations is therapeutic. And the insights and information gained can also be used to better explain the why behind current issues and decisions.
HOLD DEPARTMENT MEETINGS If you are a manager, I can almost hear your reaction as you read that suggestion: “Are you crazy?!”
I certainly understand the logistic challenges of scheduling staff meetings during this crisis. But teams need to come together to support one another, vent, and better understand the why behind difficult decisions. In some ways, what we’ve learned from Zoom and other similar platforms over the past few months can make scheduling team discussions easier. Now, staff members can sign on from the safety and convenience of their own home while still fully participating in the team dialogue.
When planning a staff meeting, one of the key ratios that we always advocate is even more important now: 50/50. That guideline recommends that staff members have at
least as much time to ask questions and share concerns as they do to hear what we have to say.
To make the department meeting even more meaningful, another one of our recommendations takes on additional significance: senior leaders should attend staff meetings. Of course, especially in large organizations, scheduling of these 15-20 minute appearances has to be prioritized. But for staff who are at the breaking point in an ICU or Emergency Department, imagine the power of the hospital you and your team? president joining them to hear their concerns, respond as much as she can to their questions, and sincerely offer gratitude for the incredible sacrifices individuals are making to care for patients. CASCADE LEADERSHIP CHECK-INS As the pandemic has worn on longer than many expected, everyone’s emotional resilience has been tested. People are exhausted mentally, physically and emotionally. Leaders, who feel they must stay strong, are especially vulnerable because they are often reluctant to ask for support. Making leader check-ins standard practice is smart, especially when these therapeutic conversations are cascaded down to frontline supervisors. It’s simple: the CEO checks in with the VPs; VPs check in with directors; directors with managers, etc. Check-ins don’t need to be complicated or drawn out. The following questions, when asked sincerely and consistently, are powerful:
How are you doing … personally? What are you hearing from your staff? What else can we be doing to support
you and your team? Having the back of frontline leaders helps them better support staff who are on the frontlines of this pandemic. During this unprecedented time, leadership actions are being watched closely by members of the team at all levels and will be remembered long after the pandemic has passed.
Burl Stamp, FACHE, is the President/Founder of Stamp & Chase, a St. Louis-based healthcare consulting firm with expertise in employee engagement, leader development, patient experience and change management. Stamp & Chase helps organizations improve operating results by paying attention to the often forgotten “p” in performance improvement – people.
THE LEADERSHIP MOMENT
Leading in Times of Crisis
by Keith Thurgood, PhD, UT Dallas
Extraordinary times call for extraordinary leaders. In times of crisis, leaders come face-to-face with their leadership moment. In those moments, both the character of the leader emerges (the character of a leader is not developed in a single moment), as well as an opportunity to refine or further develop (character can be shaped in a single moment) one’s character. Those moments can indeed be defining (and refining) in terms of scope and impact, and be one of the foundational blocks upon which leaders build personal and professional resiliency, and from which they eventually draw strength and credibility. Leading in uncertain, volatile and complex times is often the critical challenge that brings out the leader’s “best.” Or, not. Leadership after all, has a lot more to do with who you are and what you do rather than the title or position on the organization chart. Without effective leadership, the only three things that happen in organizations naturally is “friction, confusion, and underperformance.”
Many authors and practitioners have noted the importance of the leader’s character… that point cannot be underestimated. For example, E. Puryear wrote a great book titled “Nineteen Stars: A Study in Military Character and Leadership”. He highlighted four of America’s most outstanding generals of World War II: Marshall, MacArthur, Eisenhower and Patton. As you might suspect, Puryear makes the case that despite their extraordinary knowledge, skills and abilities, the most important attribute that must be developed and refined is one’s character (more on General Patton later). Character, the author says, is “everything in leadership.” Character is the cornerstone of effective leadership. More specifically, the integrity of the leader is the cornerstone upon which all other traits emerge. Full stop. Period. Figure 1: Taking Action Model
That said, while the character of the leader is of supreme importance and cannot be underestimated, results matter. There is little value in being a leader of character if nothing happens. Likewise, the way the leader gets the results matters. In other words, effective leadership is the combination of character AND results…both are needed. This is particularly true in times of crisis.
While the foundational principles of effective leadership remain unchanged, leading in times of crisis requires leaders to take three discrete actions: Provide stability; define the Purpose; identify Priorities. While there is no guarantee that crisis will win the day, failure to take action will surely result in losing the day. I suggest that these three simple ideas can be key enablers to success.
This framework is depicted by the Taking Action Model (Figure 1). Note that at the center of the model is the leader. Leaders provide the touch points and organizational glue that ensure continuity, consistency and collaboration by bringing all three actions together in a coordinated way. Without effective leadership the effort can be disjointed, and disruptive.
Taking Action
PROVIDE STABILITY: › Define the current reality: One of the first responsibilities of a leader is to define the current reality. Do this by being transparent about the facts. Shared challenges bonds teams.
› Deliberate Calm: While the facts might be grim and disheartening, leaders must show optimism grounded in reality. Enthusiasm can be an organizational and operational multiplier; painting a picture of a hopeful future is important (to paraphrase Robert Kennedy, leaders are the ripple of hope). Clearly understanding the current situation and explaining it in simple terms settles the
“herd.” Keep calm and carry on!
› Deliver on commitments: It is easy to promise rainbows and unicorns because that is the message of hope most want to hear. However, leaders must be selective on the promises they make. Commitments to families, workers, and partners can be reassuring but must be achievable and sincere. Keeping those commitments builds trust and shows you care. Making a commitment and failing to deliver only makes the matter worse.
PURPOSE & DIRECTION: › Define the “what”: Leaders must be very clear on what needs to happen, when “it” needs to happen, and why “it” needs to happen. Being clear on the direction points the organization to the new North. In uncertain times there is a natural tendency to wait for perfect data or insights…it never happens. Allowing the team to take decisive, quick and bold action far outweighs the risk of inaction. The
“what” aligns the team and keeps everybody on the same sheet of music.
› Distributed Leadership: Do not fall into the trap of believing the leader can micromanage their way out of a crisis. The opposite is true. Providing clear direction enables those on the front line to determine the “how”… never underestimate the power of clarity. Trust is the glue that enables radical collaboration and enables distributed and networked teams to thrive in a crisis. No crisis was ever solved alone.
› Decisions: Empowered teams are teams that are responsible and accountable. Empowered teams that understand the purpose and direction will make the right decisions at the right place and time.
PRIORITIES: › Determine the scope of current operations, but keep an eye on “what’s next”: Determining the top priorities provides focus and conserves resources that might be needed for future operations. Conservation is as important as procurement. The leader can focus on the
“must dos” versus things that can wait. It also allows the leader to build capacity for the future. While the team is focused on the immediate crisis at hand, creating a forum for what the future might look like enables the team to merge current operations with future operations making the transition less painful and quicker.
› Develop a communication strategy: Establish a central
“command center” to coordinate enterprise actions, allocate resources, and filter and provide communications.
Communicate early, often, and with a sense of urgency.
Straight talk wins the day. Messages must be clear, concise, and time stamped (version control is important). Use all available means to shape the environment with facts and actions. Without proactive communication stakeholders (internal and external) will form their own narrative. Build these critical communications into your normal business or operational cadence.
DESIGN A PROCESS FOR REVIEWING ACTIONS: Nobody is as good as they think they are, and nobody has a corner on good ideas. While staying the course might make sense, leaders must develop a process for reviewing current actions and have the courage to recognize where and when a change in direction is needed. The best leaders are learning leaders. The best organizations are learning organizations.
Summary Matrix: Mind Your “Ps” and “Ds”
Provide Stability Purpose & Direction
Define the current reality Define what needs to be done and why Priorities
Determine current ops & future actions
Deliver on commitments
Deliberate calm Distributed leadership
Decisions at the right place, time, and by right team Develop a communication strategy
Design a process for review that enables change, adaptability and flexibility
A well-known story that illustrates the importance of purpose and direction in order to achieve results is Lewis Carroll’s children’s novel titled “Alice’s Adventures in Wonderland” (written, by the way, in 1865 at the end of the Civil War). In the book, Alice learns an important lesson as she was searching for a way out of Wonderland and came to a fork in the road. “Would you tell me, please, which way I ought to go from here?” she asked the Cheshire Cat. “That depends a good deal on where you want to get to,” the Cat responded. Alice replied that she really did not much care. The smiling Cat told her in no uncertain terms: “Then it doesn’t matter which way you go.”
Knowing where you’re going requires having a clear vision. A compelling vision builds trust, inspires confidence, enables collaboration, is interdependent, is motivational, and requires mutual accountability for success. In a time of crisis, your leadership moment will be defined by the direction you choose.
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