What would our leadership look like if we thought that tomorrow would not come? If we ask ourselves that question, we immediately will reason there is a tomorrow. That is our challenge: We always give ourselves time. Time, in this case, is not our friend.
I was amazed how I lost 10 pounds while being in the hospital. I made a joke with a friend of mine who is a dietician about the “hospital diet.” She became very serious and stated, “You know we do more harm than good to our patients by the lack of attention to malnourishment.” In looking to the research, she is correct.
As a nursing leader, I rarely gave credence to branding and the value of a name, until I was sitting in a local coffee shop. I was interviewing for a new position at a nearby hospital in town when I observed an interesting group wearing branded clothing. Person after person saw the brand and came over to the group to mention how much their hospital meant to them.
The celebration of Valentine’s Day is a celebration of love and connection. It also is statistically one of the highest dates for engagements to happen. When you translate that to the world of healthcare, how then do you engage the hearts of those you lead on a daily basis when our traditions seem to be a once-a-year event?
How does the performance of your referral sources impact your outcomes? Turns out … a lot. If you want to gain a better understanding of a hospital’s performance, The Leapfrog Group is a resource to consider checking out.
To build a courageous pathway for their organizations, long-term care leaders need to have a clear vision of what they want the future to be — for themselves and those they want to lead. Then, they have to remove what appears to be “fabricated evidence” that tends to snap a person back into usual patterns or decisions.
My first experience dealing with impaired practice in the healthcare setting came when I was a young nurse. I just passed my boards and was still a novice nurse in my practice. The situation was layered in complexity and safety issues.