Exceptional care only happens with an engaged team. Jared Wrigley should know: he has led three diverse teams at U of U Health—first, Westridge Health Center, and now, South Jordan’s primary care team and Parkway Health Center. Here are three effective ways he engages everyone on the team.
Incremental improvements, like introducing team members to a patient, can have a big impact on a patient’s experience. Neurologist Pete Hannon shares how his team has improved communication to earn trust and confidence.
Generosity is a quality that leaders need now more than ever. Dayle Benson, executive director of the Medical Group and chief of staff for clinical affairs, reflects on the generous leaders in her life to help readers develop a spirit of generosity in their own leadership styles.
Effective recognition is key to engaging your team in the increasingly tough work we ask them to do. Luckily, we have an expert to guide us. HR’s senior director of employee experience, Christian Sherwood shares how you can better recognize your team – starting today.
Taped on the wall above my head was a sign that read, “My name is Tom.” As a cardiothoracic surgeon, making the transition from doctor to patient was humbling. I would like to share with you what the experience has taught me, and how it has changed the way I practice medicine.
Every productive relationship begins with trust, and trust rests on creating positive connections with people. How do you connect with those on your team? How do you understand their concerns? U of U Health's all-star connector Alison Flynn Gaffney experiments with a new approach.
Continually speaking up is one of the most challenging things an employee does, and making it safe to speak up takes consistent supportive leadership. Members of the patient support services team share how to empower employees to highlight issues and provide solutions.
Rewarding staff might seem overwhelming amid all the responsibilities that come with being a leader. Yet, we know it has a significant effect on morale and retention. HR’s director of communication and recognition Christian Sherwood suggests a layered approach to show your appreciation that won’t necessarily hit your bottom line.
Sometimes insights from work can be helpful at home. We’re putting four expert tips for creating a compassionate workplace to the ultimate test: conversation at your Thanksgiving table.
Beliefs are the emotional foundation for excellence and can shape organizational realities. Positive beliefs build energy, enthusiasm, caring and creativity and can increase resilience and influence bottom line results.* Rob Kistler leads nearly 1000 people as the senior director of University Hospital’s support services (nutrition care, environmental services, customer service, safety, and emergency management). Here’s what he believes about his team.
COVID-19 has brought a new challenge to the work of continuous learning in health care: how to teach new information when it is constantly changing and emotions run high. As nurse educators for the emergency department, the pulmonary and palliative care unit, and outpatient clinics, Emma Gauci, Paige Wilson, and Sarah Smith have been thrown into an educator’s quandary: how to help staff feel as knowledgeable and supported as possible.
Crisis requires new ways of doing things, but those who know how to double down on existing strengths thrive in complexity. Case manager Todd Selmer shares two tactics for managing change brought on by the coronavirus that have always served him well.
