by
Gus Iversen, Editor in Chief | June 08, 2021
From the June 2021 issue of HealthCare Business News magazine
HCB News: In recent years there has been a push to break down operational silos within the hospital, has that had an impact on you and your team?
LH: Breaking down silos can happen even within the departments themselves, so yes, my team at AdventHealth Dade City and Zephyrhills has worked very passionately at breaking down silos both cross-departmentally and hospitalwide. The impact is tremendously positive once there is increased effective communication and barriers are removed. We encourage others that may not work in radiology to "shadow" or "walk in our shoes" to see what goes on behind the scenes. This helps build trust, friendships, and a great understanding of a day in the life.
There is also a daily Safety Huddle where all leaders from both hospitals, off-campus treatment centers, and physician practices meet to provide any safety issues, census, and any help needed. This has been valuable over the last 4 years, and technology (Teams) has made it successful to attend. It is great to hear the daily devotion first thing in the morning and see or hear the leaders provide a report.
HCB News: What does it mean to take a layered approach to leadership? Can you provide an example?
LH: Leadership isn't always a top-down and backup approach, but horizontal and vertical communication. However, during my time at AdventHealth, I've noticed frontline team members can lead just as much as their team leads as we are always learning from each other. Having layers embedded into practice helps tremendously with communication, growth, and seeking out the potential for future leaders of the department.
A layered approach to leadership is helping team members with personal growth and development. Succession planning in multiple areas of the team is instrumental in the success of the overall culture and team morale. For example, high performers are willing to learn and grow. If leaders are connected with their team members, then they should be in the pipeline for roles as they become available or even learning a new skill. We are piloting a new program, Clinical Ancillary Professional Recognition, which is a clinical ladder. Team members have opportunities to participate in a chosen level, based on time in service and experience. Those seeking leadership goals can participate in projects, committees, etc., which helps them gain more experience and confidence.
HCB News: In what ways can leadership set a positive tone for culture in the workplace?
LH: Positive relationships across hospital leadership and connections with the frontline staff are paramount to a positive culture. Holding myself accountable and asking others to call me out if I'm not doing it. I expect others to be accountable for their actions, therefore I must act in the same fashion. Promoting recognition and praise for doing great work that is genuine sets the stage for positive culture and makes people feel valued.
