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.
According to Melissa Horn, changing a culture takes three years. She would know. Melissa has had the unusual leadership challenge of being “the fixer” for four different clinics at University of Utah Health as director of outpatient women’s clinics. Accelerate learned how Melissa creates authentic teams (hint: it’s hard work and there are no shortcuts).
We used to take weeks to find the right person for a position. Now, the expectation is a few days. How do you find the right person for the job in a short time? We asked Jamie Quinlan and Lisa Dyson for their perspectives. Emergency department nurse manager Jamie Quinlan shares how she decides to hire, and Lisa Dyson, director of talent acquisition, weighs in with expert advice.
There are two big buzzwords in healthcare – one is value-based care, and the other is population health. In this podcast, Chief Medical Quality Officer Bob Pendleton interviews Dr. Peter Weir. As executive medical director of population health, it's Dr. Weir's job to set the tone and direction for pop health, moving it from buzz to action. This is no small feat.
We believe that improvement in healthcare needs more connection to what makes this hard work meaningful. That’s why we ask every person who contributes to Accelerate – how did you get into healthcare? There are easier jobs out there, so what keeps you here? Here are a few of our favorite answers.
Lawrence Marsco, Director of Inpatient Nursing at Huntsman Cancer Hospital, shares this candid reflection about his tumultuous journey in health care. Today, he relies on shared governance, transparency and shared decision making to lead others through their journey.
In addition to his day job as Director of ENT Clinics, Kirk Hughs orients all new specialty clinic and endoscopy employees to the Exceptional Patient Experience. His goal is to engage new team members about how they can create exceptional experiences for their patients.
Sarah Sherer is the Director of Employee Relations. We know her as the sounding board, place of last resort and coach for leaders throughout the organization. We asked her to share her wisdom on engaging employees of different ages. What she said might surprise you.
Not even the most gifted leader can lead change alone. No one person can come up with the strategy, communicate across the organization, eliminate all the barriers, and manage dozens of change initiatives. In order for transformation to succeed, you need a guiding coalition.
With so few organs available for transplant, living-donor transplantation introduces improved organ quality, reduced wait times, predictable scheduling, and reduced risk of rejection. But it isn't easy—the investment and risks are huge. Robin Kim, University of Utah Transplant Division Chief, shares his commitment and the complexity of his practice.
What makes an expert? Best-selling author Malcolm Gladwell gave 10,000 hours as a threshold for expertise. While our University Hospital Customer Service Team isn’t at 10,000 hours, they addressed nearly 2,000 patient concerns this past year. When asked how they do it, Program Assistant Michael Bown offers these top five tools to successfully navigate a phone complaint.
Health care is made up of people — creative, passionate people with big ideas who are often too busy to learn from one another.
