Quoteworthy
High-trust leaders ask for help instead of just telling people what to do. Asking for help is a sign of a secure leader—one who engages everyone to reach a goal. Asking for help taps into people’s natural impulse to cooperate..
Chrissy Daniels

Most Recent
The Effective Communicator: How to Run a Meeting

The Effective Communicator returns this week to remedy the bane of our existences: endless, often pointless, meetings. Yes, you can run them better.

The Formula For Transforming Health Care

Ever had an idea everyone agrees with but still takes a year to implement? Nutrition Services Director Carissa Christensen faced a dilemma as she developed a weight management program for patients struggling with obesity: even after you’ve defined your vision, how do you engage an entire system in an ambitious improvement project?

The Wisdom of Leaders: How to Cultivate Teams

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.

The Elephant, The Rider, and the Path to Change in Health Care

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.

Why Rounding Demonstrates Respect for Patients and Teams

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.

Brent Klev Shares Three Ways to Foster Shared Purpose

What if a patient described their care team as “incredibly competent, experienced and collaborative”*? Those are the adjectives used by a patient to describe their surgery at South Jordan Health Center. As the nurse manager of South Jordan’s surgical services, Brent Klev works to ensure that every patient has that experience. Here, Klev shares three ways he fosters a culture of teamwork through shared purpose.

Start with "Why"

We begin every Accelerate interview by asking about a person’s intrinsic motivation to work in health care, lead a team, or make a change. In other words, we always start with “why.”

Practicing (Episode 4): Chrissy Daniels and Dan Lundergan

For the past 20 years, Chrissy Daniels and Dan Lundergan have been hard at work – building culture, building space, building experiences and building trust. Practicing interviews are conversations between partners about why the work matters. Our goal is to preserve and share the stories of the teams at University of Utah Health.

Is It Better To Have An MVP or A MVT (most valuable team)?

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.

Cynthia McComber’s Antidote to Uncertainty

Positive beliefs build energy, caring and creativity and can increase resilience and influence bottom line results.* As senior director of endoscopy, medical and specialty clinics, Cynthia McComber believes that meaning is necessary for leading change. McComber talked with Accelerate’s Chrissy Daniels about how to build connected, authentic and resilient teams.

Practicing (Episode 3): Linda Tyler and Erin Fox

Real teams are the antidote to the chaos of modern medicine. “Real teams know each other, feel loyalty to one another, trust one another, and would not want to disappoint one another” (Tom Lee, NEJM Catalyst 2016). Practicing are conversations between real team members about why the work matters. Our goal is to preserve and share the stories of the teams at University of Utah Healthcare.

Eight Behaviors to Cultivate Trust

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.