Quality healthcare leadership is needed now more than ever. What are healthcare leaders and teams doing to generate high performance, synergy, and camaraderie in a time of change?
NEJM Catalyst Insights Council members feel that culture change at their organizations is heading in the right direction, but differ on who it should come from, and reveal too much balance between emphasis on bottom line and emphasis on patient care.
Although three-quarters of Insights Council survey respondents say culture change is a high or moderate priority at their organizations, survey results show a lot of work on organizational culture remains to be done.
Adoption of a clear rhythm-of-performance measurement and communication via huddles and visual management can affect a culture of staff engagement and continuous value improvement.
Though NEJM Catalyst Insights Council members acknowledge a lack of advancement opportunities for nurse leaders, two-thirds of their organizations have a nurse leader career path.
Nurses are traditionally the backbone of patient care. They form the largest percentage of the health care workforce, far outstripping physicians. But are nurses leaders as well as doers?
Can anyone in health care build a high-performing team? What does it take to build one?
Where does changing the culture of medicine begin?
How do health care organizations without much margin balance that with their mission to provide top-notch care?
Hospital and system leaders need to sharpen the focus of CMO roles to include system-wide considerations beyond the walls of the hospital.
We know what leaders need to do more of to create a culture of grit. But what should they stop doing?
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