Leaders embody U of U Health’s focus on patient-centered care, respect for people, and continued improvement. Recently, Jessica Rivera, Carissa Christensen, Sue Childress, and Tracy Farley described their efforts to deliver a better health care experience for patients by taking care of their teams. In advance of individual articles from each leader, below are four big takeaways that can be put into action today.
Ari Weinzweig, CEO and cofounder of Zingerman’s gourmet food company, spoke at U of U Heath’s Leadership Development Institute (LDI) this past March. Weinzweig argues the power of belief – and our individual ability and freedom change our beliefs – is the answer to unlocking our personal and organizational potential.
As Utah’s first graduate medical director of quality and safety, hospitalist Ryan Murphy has a big job: prepare physicians to transform health care. Like any good student, Murphy hit the books to understand how to lead this tall order. Here he shares three insights from one of his favorite leadership books.
Claire Ciarkowski is on a journey to reduce unnecessary labs for inpatients at University of Utah Health. As a junior faculty member, she volunteered to work on the project when it didn’t sound exciting. But she is changing culture by asking the hard questions and delivering better care to patients at a lower cost. Accelerate’s Mari Ransco asked what she has learned.
Accelerate frequently chronicles the hard work of building and nurturing teams because we believe that real teams are the antidote to the chaos of modern medicine (in the words of Dr. Tom Lee). Here, we highlight a necessary ingredient of high-performing teams: motivation.
Drawing from psychologist Jonathan Haidt’s Elephant and the Rider metaphor, Utah's Chief Medical Quality Officer Bob Pendleton explains why emotions are critical to motivating change in health care. Behavioral economics, it appears, may provide the direction we need.
Rounding–the act of connecting with patients and staff–is a leadership best practice. While few find rounding easy to start, those who master it are hooked. It is a daily habit that improves patient care, experience and engages the team. Susan Clark and her medical director, Dr. Dana DeWitt, have taken the practice one step further by rounding together as a leadership dyad, resulting in a more connected and authentic team.
Vascular surgeon Brigitte Smith is about to start her second year leading a value improvement curriculum for surgery residents. She believes you can’t be a great provider until you’re ready to lead a team to improve care delivery. Here, Smith shares the importance of recognition in motivating residents (and their teams) to learn to improve.
Dr. Kyle Bradford Jones is back, this time with baseball analogies. Team success means having a team of contributors instead of one MVP. Jones writes that specific factors—positivity and team identity—are critical to nurturing a successful team.
Accelerate frequently chronicles the hard work of building and nurturing teams because we believe that real teams are the antidote to the chaos of modern medicine (in the words of Dr. Tom Lee). Here, we highlight a necessary ingredient of high-performing teams: compelling vision.
Employees in high-trust organizations are happier, more collaborative and stay at their jobs longer. But what builds long-term, sustaining trust? Director of strategic initiatives Chrissy Daniels highlights findings from an article in Harvard Business Review. The answer: Eight behaviors.
Trust. That’s what we want. We want to earn and keep the trust of every patient. We want them to trust that we provide the best possible medical care. But more than that, we want them to trust that we will respond to their needs, coordinate our efforts, and provide them with available options. We want them to trust that we will answer our phones, explain their treatment, and value their time. The exceptional patient experience is an enterprise-wide system designed to deliver a singular output: trust. And, this enterprise-wide system is built on trusting our providers and our teams.