Quoteworthy
Professional growth happens with clear goals, the autonomy to reach them, and consistent feedback. Personal growth happens through discussions about work-life balance, family and recreation. Investing in the whole person positively effects engagement and retention.
Melissa Horn

Most Recent
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.

Building a Real Team With Trust

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).

Same-day Hiring: From Interview To Offer

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.

How Utah Builds Trust With Patient Experience

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.

What I'm Reading: What Health Care Can Learn from Google

Chief Pharmacy Officer Linda Tyler thinks broadly about the leadership skills needed to deliver reliably safe care. Here, she shares an article about the importance of psychological safety—the #1 success factor identified by Google’s Project Aristotle, which studied hundreds of Google’s teams to figure out why some stumbled and some soared.

My Team Is My Family

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.

5 Lessons Healthcare Can Learn From Other Industries

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.

What Every Generation Needs

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.

How Utah Chief Value Officers Lead Health Care Transformation

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.

PRACTICING: Drs. Graves and Horton (Episode 1)

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.

Lessons From The Frontlines

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.

Stories From the Practice of Health Care

Practicing are recorded conversations with a colleague that are shared with the organization. They are conversations between real team members about why the work matters.