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?
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?
Salient lessons learned over multiple electronic health record implementations.
Zuckerberg San Francisco General Hospital deployed its new leadership culture, which emphasizes staff decision-making, self-reflection, and clarity in defining problems and goals, to successfully address a crisis involving record-high patient volumes.
Four key elements that characterize gritty individuals, gritty teams, and gritty organizations.
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