By Rand O’Leary, FACHE The work of healthcare professionals, though important and rewarding, is challenging even at the best of times. But three years of a pandemic has exacerbated the problems that existed even before its arrival. Now, it seems that anger is simmering under the surface of every interaction, whether between fellow staff members or patients and providers. It’s as though negativity is in the air we breathe.   After the demands and exhaustion of the past several years, this way of thinking is engrained. Our brains often tend to be drawn to the negative. We personalize thing ..read more

I recently had the honor of having an article published in the September/October issue of the American College of Healthcare Executives’ Healthcare Executive magazine. To read the full version of this article, click here. By Rand O’Leary The pandemic has required hospital CEOs to put certain priorities on the back burner so they could effectively respond to their communities’ needs and ensure staff members’ safety. As healthcare organizations emerge from crisis mode, however, it is clear that a lack of focus on pre-pandemic priorities has had a steep cost to these organizations and created ne ..read more

By Rand O’Leary The pandemic has changed many things about our culture and daily life. Even with a likely shift to an endemic state and more “normal” days ahead, many things have changed in the past two years that will not change back to how they were. Among them is the old employment model of emphasizing in-person work. In today’s market, if employers want to attract and retain talent, they must offer flexible work options. I wonder if this shift in the marketplace at large might hold the key to an issue that has been plaguing healthcare for years, far before the pandemic began. How do we en ..read more

By Rand O’Leary Recently, I had an opportunity to check in with leaders across the healthcare industry to pause and reflect on the past two years of caring for our community and each other in the midst of a pandemic. We talked about what we have learned about ourselves, our teams, and what we want to do differently moving forward. In hospitals and healthcare entities across the country, healthcare workers are feeling worn out physically and emotionally, and many are leaving in numbers not seen in the past.  Personally, I’m an optimist by nature, but these have been incredibly challenging ..read more

By Rand O’Leary  Over the past 18 months, we've seen burnout strike healthcare professionals and leaders at levels previously unseen.  Colleagues are retiring, dedicated providers are leaving, and countless others across the country are taking time away for stress and mental health renewal.     Yet every day I see reason for hope and optimism as my healthcare colleagues come together to care, continuing to give their best to our patients and each other.  They have embodied Maya Angelou’s words: “I can be changed by what happens to me, but I refuse to be red ..read more

By Rand O’Leary I can be changed by what happens to me, but I refuse to be reduced by it. – Maya Angelou If there's one thing that 2020 has definitely called for, its resilience. We're living in turbulent times and COVID-19 has impacted every aspect of American life – from health to work to childcare to education and even exercise. Add to that a fragile economy, a smattering of natural disasters, and widespread political and racial unrest, and you've got all of the ingredients needed to keep most people in a state of near-constant stress. The concerns and events of 2020 have been even more ..read more

By Rand O’Leary While individual resilience is important, especially in turbulent times, organizational resilience is also crucial. According to BSI, organizational resilience is “the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.” This goes far beyond risk management and is in fact a key trait in an organization that not only survives but thrives in times of crisis. Given that we seldom work alone, it matters how our team collectively handles stressors, difficulties or disruptive events. A ..read more

by Rand O’Leary Task oriented leaders, those using just workplans, measurements, goals, dashboards, etc.…  sometimes may be left scratching their heads when their teams do not accomplish their goals, or performance begins to decline without any clear reason as to why. To motivate your teams, and accomplish your goals, perhaps you would be better served to examine your leadership relationship competencies.  What is a Relationship Leading? Primarily a behavioral approach to leadership: Focused on the general well-being of team members. Works to build camaraderie within the team (s ..read more

By Rand O’Leary Creating a solid leadership team is not only key for organizational excellence; it’s priceless in a crisis. We are in the midst of extreme, unprecedented times, especially in healthcare, and leaders and managers alike are relying on their teams to help them keep staff focused and engaged, and to make sure their operations are moving forward. To have a team that’s up to the challenges our current circumstances present, however, takes more than just luck, it takes hard work, strategy, and accountability – to each other and to the organizational mission. As the status quo has gon ..read more

By Rand O’Leary What makes a good organization great? A strong team working together with a clearly defined purpose. The cohesiveness and organizational might that builds strong teams often begins at the top, with leadership leading by example and focused on achieving objectives at every level.    While building a culture of trust and embracing conflict can as an impetus for change are some of the key components of a strong leadership team, it’s also important to look at commitment, or lack thereof. As Patrick Lencioni writes in The Five Dysfunctions of a Team, “In the context of a ..read more