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Drs. Farley and Shah recently spearheaded a collaboration with leaders from the AMA, AHA, CEO Coalition, Dr. Lorna Breen Foundation, IHI, and National Academy of Medicine (NAM) to create the 2022 Healthcare Workforce Rescue Package. The package was devised to help leaders zero in on the most impactful team member well-being efforts to undertake at the current stage of the pandemic. In this episode, we delve into each of the five practices outlined in the Rescue Package and look ahead to how these create a foundation for a transformed culture of well-being for all healthcare team members. Links related to Dr. Farley and Dr. Shah’s podcast: ·  Resources: The 2022 Healthcare Workforce Rescue Package ·  Schwartz Center Webinar: Five Evidence-Based Actions Leaders Can Take Now to Support the Healthcare Workforce ·  National Academy of Medicine: Clinician Well-Being Resource Library

In this episode, Dr. Sherman and I discuss the transformative changes that are happening in the healthcare workforce, led by three critical trends: COVID-related turnover and travel; mental health challenges, and PTSD, and the shifting demographics of the workplace. We discuss how these trends are causing dramatic shifts in the structure of healthcare work and challenging leaders to find the flexibility and creativity to rethink how healthcare is delivered. Finally, we look ahead to a future in which team member well-being is the center of a vibrant healthcare workforce.

In this episode of the Caring Greatly™ podcast, Dr. DeRienzo and I discuss his new orientation to the “why” behind care transformation. Like most quality improvement leaders, Dr. DeRienzo’s focus has long been on the triple aim of improved care quality, reduced cost, and improved experience. But the work he’s focusing on now is creating energy and opportunity for a greater focus on health equity, necessary variability, and humanity. Care transformation, then, becomes less about productivity and standardization as a primary aim, and more about allowing clinicians to practice at the top of their humanity and their license in a way that is fulfilling and meaningful – which is also very likely to boost productivity and practice resilience over the long run.

In this episode, Dr. Mate and I talk about research the IHI recently completed into a broadened definition of team member safety and well-being put forth by the CEO Coalition, a group of US-based healthcare CEOs who see team member safety and well-being as an essential component of healthcare efficacy and sustainability. The CEO Coalition’s Heart of Safety Declaration of Principles expands the definition of safety to include protecting psychological and emotional well-being, promoting health justice by declaring equity and anti-racism core components of safety, and ensuring physical safety, which includes a zero-harm program to eliminate workplace violence, both physical and verbal. Dr. Mate shares what he and his team learned through the research process and how improvement science is critical to advancing safety and well-being. He also shares a long-term vision for healthcare in which the traditional locations and relationships of care expand, requiring a renewed focus on adaptive leadership competencies.

In this episode, Dr. Rizzo and I talk about the impetus behind creating the Encore Physicians Program, and the benefit it brings to retired physicians, community health centers, and the patients they serve. We look at the synergy and learning opportunities provided by linking both primary care and specialty physicians to the patients who seek care at community health centers, as well as the role of an intermediary such as Encore Physicians in creating connections between clinics and retired physicians. Finally, Dr. Rizzo shares his perspective on things to consider for leaders looking to set up similar programs in other parts of the country.

In this episode, Dr. Cziraky and I talk about her personal and practice transformation through a shift from transactional to relationship-based care, both with her team members and her patients. We talk about how a drive toward efficiency had left her feeling depleted and disconnected from her work. In early 2020, Dr. Cziraky was introduced to the work of the Institute for Healthcare Excellence through the National Taskforce for Humanity in Healthcare, which helped her embrace positive emotions and a more relational model of work and care, which complemented and completed her drive for sustainable and effective care practice. Dr. Cziraky shares the impact of this transition on her work, her life, and her team’s ability to weather the challenges of COVID-19.

In this episode, Dr. Solomon and I discuss the impact of poor practice design on the mental health and well-being of nurses. We delve into the specific trauma of the pandemic, and the need for system-level support and changes to overcome the “tyranny of individual responsibility” that is too often attached to mental well-being. We look at the need to include nurses in system decision processes and for leaders to listen with an open mind to nurses’ demands for system change – including the need to mark loss and make space for grieving. Finally, Dr. Solomon paints a future vision in which nurses are treated as full partners in a system that prioritizes prevention and well-being for patients and team members alike.

In this episode, Dr. Pettit and I talk about how advances in cancer treatment have increased survivorship, but also resulted in patients living long enough to experience the long-term side effects of both primary and adjuvant therapies. Often these impact survivors’ physical, emotional, and even financial and social well-being. Dr. Pettit and her team conduct and support research and innovation that bridge the interests and inputs of patients, life sciences firms, academic medicine, clinicians, and public health toward a future of survivorship that supports all aspects of patients’ health, well-being, and thriving.

In this episode, Dr. Ideker and I dig deep into her team’s work on EHR optimization to ensure that the EHR works for clinicians and not the other way around. In 2020, after rapidly standing up telehealth infrastructure in response to the COVID-19 pandemic, Dr. Ideker and her team identified four key areas of focus for EHR improvement: orders redesign, documentation, best practice and medication alerts, and Epic proficiency. In each of these areas, she and her team designed solutions using a data-driven approach, in partnership with clinicians, and always with the aim of making the technology effective, efficient, and even delightful.

In this episode, Dr. Heineberg and I look at how the default tendencies of the brain can undermine compassion and resilience, especially in times of extraordinary stress such as the COVID-19 pandemic. We delve into the ways that technology can help extend access to mental health resources, while reinforcing social connections that support well-being. Finally, Dr. Heineberg outlines the importance of integrating well-being practices into collective daily work so that they help change culture.

In this episode, Mr. Segall and I talk about the interconnectedness of wellness and process improvement, particularly at this time when team members have experienced such intense stress and trauma and when staffing shortages are rampant. We delve into the need to integrate well-being into the daily work and operations of the health system so that team members have a chance to debrief and begin healing from stressful events without needing to carve out additional time. Finally, Mr. Segall lays out a vision for the future that rethinks the role of wellness and resilience as a core leadership responsibility.

In this episode, Dr. Collins and I talk about how responses to the COVID-19 crisis put stress on nurses in a way that will have long-term implications for individuals and the profession. We delve into the challenges that arise when seasoned professionals must shift from situations in which they can draw on ingrained expertise to ones in which they are relatively inexperienced – in other words, moving from novice to expert and back. We look at the ways nurse leaders can apply technologies and process improvements to minimize the cognitive burden on nurses, allowing them to limit stress and achieve professional well-being. Finally, Dr. Collins outlines a new study she is launching that uses the NASA Task Load Index to gauge the burden of clinical communication on nurses in high-stress environments with the aim of driving improvements across the industry.

In this episode, Ms. Smith-Hill and I discuss the challenges of providing support to loved ones receiving care during the pandemic. We talk about the importance of strong communication, and the emotional impact of feeling disconnected. Finally, we look ahead to how family support will evolve as the pandemic subsides.

In this episode, Dr. Ranney and I talk about what it takes to tackle seemingly intractable problems in healthcare. We talk about the art of building grass-roots coalitions, and the role of leadership in creating environments in which innovation can prosper. We close with a look at the lessons from the pandemic that Dr. Ranney hopes we will carry forward into a post-pandemic world.

In this episode, Dr. Fullerton and I discuss her experience as a woman of color and foreign-born student as she has pursued her medical education. We examine issues of structural racism she has encountered and look at the importance of speaking up. Finally, we delve into the origins of #MedGradWishList and the vulnerability – and power – of asking for help.

In this episode of the Caring Greatly podcast, Ms. Grosklags and Dr. Maples share insights into how to have difficult conversations with patients, and why these skills of compassion, presence, listening, and partnering with patients are essential to driving positive outcomes for clinicians and patients alike at all points of the care journey. We look at the ways leaders are using Ms. Grosklags’s film to teach team members critical communication and connection skills, and how these skills are reinforced and made part of the cultural fabric by systemic training approaches like that led by Dr. Maples at the IHE. Finally, we examine why leaders should embrace these approaches now, as team members grapple with the challenges and fallout of the pandemic.

In this episode, Mr. Reynolds and I discuss the ways that an internal culture of belonging helps to promote equitable health outcomes. We look at ways that leaders can help create structures of accountability for health equity and belonging, and at the role of technology in helping to proactively identify opportunities to improve equity and belonging both inside and outside the organization. We close with thoughts on how both formal and informal leaders can build a culture in which team members and patients alike can thrive.

In this episode, Dr. Bright and I talk about the emotional journey that frontline care team members have experienced as they went from fear and uncertainty to reckoning with injustice, through a brief respite in the summer to a rising national caseload through the fall and the holidays. We look at the ways that team members have supported one another individually and across organizations, and we look ahead to a future built on safety and trust that cares for team members and patients alike as whole humans.

In this episode, Ms. Drane and I talk about the impact caregiving has on caregivers’ well-being. We look at the challenges and joys of caregiving and the kinds of support that is often available but unknown. We examine how COVID-19 has changed the role and visibility of caregiving, and we look ahead to future transformations that start with empathy.

In this episode, Dr. Dimond and I talk about the challenges of ensuring team member safety both before and during the COVID-19 pandemic. We discuss the critical role of communication in providing a lifeline to security resources and in connecting care team members across disciplines and locations, which is equally critical – especially when infection control protocols prevent easy mobility. We look ahead to the broader implications for team member safety and well-being in the aftermath of COVID-19.