We are surrounded by trauma—from patients, to coworkers, to our own experiences. University of Utah Health Madsen family practice leaders share how we recognize and normalize employees’ trauma experiences so they can continue to heal and provide quality care.
We all make lots of mistakes early on in our careers. Hospitalist and mentorship expert Valerie Vaughn sets us up for success by sharing her expertise on how to take control of your long-term career path.
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.
Chief Wellness Officer Amy Locke shares practical strategies for leaders to address the real tension we’re feeling between the desire to take a break and the increasing workload.
As leaders, we want to foster work environments that create safe and reliable care for patients and employees. Sounds easy, but its hard work! Chief Human Resources Officer Sarah Sherer coaches leaders from around the system on thinking through when it’s time to look at a process and when it’s time for coaching an employee.
The realities of COVID-19 have impacted visitor policies, creating challenges for patients and moral distress for staff. Jennifer Jones, nurse manager, has developed several approaches for leaders and staff to work through the tough decisions the updated visitor policy is forcing.
The role of the meeting leader takes on new prominence in virtual spaces like Zoom or Microsoft Teams. The Effective Communicator joins Antonius Tsai to discuss how you can make the transition from presenting content to leading and shaping a space that builds connection and purpose.
Director of Organizational Development Chris Fairbank introduces WE CARE—a model for leaders that focuses on what makes their teams unique so they can enhance and sustain a stronger organizational culture.
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.
Hospitalist Ryan Murphy reflects on the care his dad received as one of Utah’s first hospitalized COVID-19 patients. The experience shaped how he communicates with patients—whether or not they have COVID—in spite of isolation, masks, and physical distancing.
Redeployment may be a new health care reality, but in the U.S. military, rapid redeployment and tours of duty have always been part of the job. We turned to local veteran and nursing director Trell Inzunza, and the Resiliency Center's Megan Call, to learn practical strategies for supporting our teams as we transition.
