The COVID-19 pandemic has affected billions of people across the world. In the healthcare arena, those effects have been felt to an even greater degree. However, the degree of impact between large health systems and their smaller counterparts has been significant. In this blog, I will share the lessons learned from conversations with two such
The goal for many healthcare organizations, especially in the current environment, is to affect real change in diversity and inclusion. Executive-level leaders can tout change, form committees, execute surveys and even enhance training practices, but if the effort stops there, you’ve only created a façade. This is the difference between performative allyship and authentic allyship.
In this post, I’ll begin to talk about ways we can drive the development of strong teams through information sharing and rapid cycle tests of change. Sometimes this requires us to become “comfortable being uncomfortable.”
I think it’s time we agree that performance management in healthcare is woefully broken.
Technology has enabled many things in life to move from once-a-quarter, to continuous. It’s time to leverage technology to enable management in healthcare to do the same.
Hospitals and health systems across the US and in the UK are using the Laudio platform for one of its core use cases - measuring the indicators of burnout and helping frontline managers react to those indicators in real-time. Over the course of the past few months, I’ve been tracking burnout indicators and how hospitals have been proactively managing them for both nurse and non-nurse roles.
Over the course of the past few weeks, our health system clients have been working with us to navigate the changes that the COVID-19 pandemic has created. In particular, we’ve seen ICUs in hospitals across the country taking the lion’s share of the COVID cases.
Last week I published the first in a series of blogs focused on nursing in the midst of a crisis and why it is truly a team sport. I also highlighted that the value of our role and the job we do remains the same, both during and in the absence of crisis. This week I would like to share some of my learnings from my experience.
One of the core use cases of the Laudio platform is measuring indicators of burnout and helping frontline managers react to those indicators in real-time. Over the course of the past few months, I’ve been keeping an eye on many burnout indicators and tracking how hospitals have been proactively managing them.