Healthcare

Healthcare Series: Cross-Sectional Leadership Impact | Dan Woloszyn

Dan Woloszyn has been in executive hospital leadership for 23 years, including nine years in his current role as the CEO of Rehab Hospital of Indiana (RHI). He has a unique management approach, combining servant leadership with understanding the neuropsychology of corporate hospital systems. Not only does he believe in looking at this neuropsychology from a clinical perspective, but through an administrative lens as well.

In today’s episode, you will hear how he incorporates these two philosophies into his everyday life, along with tangible examples of how to apply cross-sectional leadership to your own work.

Truth You Can Act On

1. Reach out, communicate, and serve others.
Supporting Quotes:
Dan Woloszyn: “You don’t have to be expert in everything, but there is one thing that I really believe one has to be expert in, certainly from a leadership standpoint, is to reach out and know others, and to serve others . You have to have an expertise with that to kind of drive a reduction of silos and an elimination of silos. And that can be done through one’s own expertise or actively seeking other’s expertise.”

Dan Wolosyzn: “I think each person and each leader truly has to believe it’s a privilege to serve others unconditionally. There’s a professional and humanistic component to that. My true belief is you have to love something about the people you lead to be truly elite effectively. If you don’t love something about the people you lead, you probably are not in the right place, and you’re probably not in the right place to be a leader.”

2. Trust and transparency are the foundations of cross sectional leadership.
Supporting Quote:
Dan Woloszyn: “Being transparent about self, and certainly being honest, is extremely important. It’s being honest about one’s approach and any errors that might be committed and examples of approaches to correct the errors and how to grow with that. My belief is you have to think out loud and you have to be able to help others to get a sense of your own thought process as a leader and how you came to certain conclusions. I know sometimes that’s difficult for people to do, but it’s extremely beneficial where it helps in a sense to become kind of an external organizer for others, where you move from a point of, of brainstorming out loud a problem you might be faced with, verbalizing struggles, and even kind of working through some of those tactics out loud so others can benefit from a variety of things. I think what it does is it certainly lends to a relationship building and credibility and honesty and transparency.”

3. Model the behavior you are looking for in your culture.
Supporting Quote:
Dan Woloszyn: “First and foremost, it has to start with me. Laying the foundation has to be about modeling and certainly me believing in and what truly is important for our organization. There’s always an expectation to look at the glass half full and everything that we do in a respectful way while modeling that and handing off to others who also will hand off to others, and that kind of permeates throughout the system.”

4. Make it a habit to regularly invite your leaders for collaboration and relationship building.
Supporting Quote:
Dan Woloszyn: ”I think there’s a conscious effort to tie others, to create alliances, not only within the organization, but outside the organization, within our community and really address this kind of holistically. Concretely, we do this a lot. I invite staff and leaders, online staff leaders, all different, team members, to our department meetings. I invite them to board meetings. I have them look at operational pathways they’ve generated and share their stories, because without that you truly understand the nature of what everybody’s doing amongst the organization.”

Book Recommendation

  • Dare to Lead by Brené Brown

Sponsor

Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

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Healthcare Series: Building an Army of Culture Champions | Tria Deibert

Tria Deibert, VP of Culture at Hackensack Meridian Health, is a warrior for organizational culture. As a culture leader herself, she understands it takes a team, not a person, to build company culture. In today’s episode, you’ll hear Tria talk about the challenge of merging two organizations and the lessons she learned from that experience.

Truth You Can Act On

  1. Spend time making the vision, mission, and values real and livable.
    Supporting Quote:
    Tria Deibert: [6:54] “Your mission, vision, and beliefs, can’t just be a beautifully written statement. It needs to be real and livable. Finding the balance of that, what’s real and livable as you’re bringing organizations together, is really where the magic is.
  2. Create core beliefs and reiterate them constantly.
    Supporting Quote:
    Tria Deibert: [13:22] “When we did our research, we learned what the team valued, and that informed the development of our core beliefs. And what we heard thematically was teamwork, human experience, quality,  being highly reliable, and innovation. So, those are all great things to value, especially in healthcare, and they certainly speak to the mind, but when I looked at them, they didn’t speak to my heart, and I didn’t know that they would speak to our team members’ hearts. So we crafted our core beliefs. As I mentioned before, they’re affectionately known as the four CS kind of with this knowledge in mind. And so, you know, born out of that discussion was creative, courageous, collaborative, and compassionate. And so innovation became creative. I will do my part to make things better. Quality and HRO became courageous. I will do the right thing. Teamwork became collaborative. I embraced teamwork, and the human experience became compassionate. I am the human experience.
  3. Equip employees to be good storytellers of your brand and your culture.
    Supporting Quote:
    Tria Deibert: [12:24] ”The culture has to be really reflective of who you are and who you aspire to be. And the only way to get there is to listen, to and involve your team members, understand what they hold dear, and really work with them to create the future they want to see.”
  4. Be clear on the “why,” then give a really clear path letting them know the “how”.
    Supporting Quote:
    Tria Deibert: [16:01] “I worked with our culture champions to equip them with the key messages
    and materials. So I was very clear on the why, but they owned the, how. And really what made
    this successful was we gave them a structure. We gave them materials, but they were selected
    for a reason, and we really gave them the power and the ability to bring these messages and
    these ideas forward in different events that were specific to where they were.”

Sponsor: 

Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

Book Recommendation:

  • The Art of Racing in the Rain by Garth Stein

Webinar

Back by popular demand after his first appearance on Gut+Science Healthcare, Dan Weberg is joining us again on our next Gut+Science LIVE session. We started Gut+Science LIVE as a catalyst to build community among our guests and listeners. This is a 30-minute virtual session with one of our popular guests and conversation is influenced by our listeners with questions they submit. In this upcoming session on September 9th, Dan and Nikki Lewallen will be talking about Fighting Toxicity at Work and how each of us can take a stance to break toxic habits. Toxicity should not be tolerated and each of us can play a part in dwindling down the statistics. Join us here!

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Healthcare Series: The Impact of Social Network Mapping on Engagement | Greg Matthews

Greg Matthews is an award-winning health innovator out to radically disrupt and improve the healthcare industry’s archaic methods for assessing true sources and patterns of influence. As an advisor to dozens of the largest and most successful healthcare companies in the world, he knows how to understand and quantify physicians’ behavior, networks and patterns of influence. On today’s episode, he shares his passion for data-centered innovation and how it affects engagement.

Truth You Can Act On

1. Engagement is about being part of something larger than yourself.
Supporting Quote:
Greg Matthews: “being able to connect yourself to a higher ideal is a big part of engagement and being able to do things that you couldn’t do on your own by being a part. Of a group of people focused on that.”

2. The connections your organization requires to function don’t follow your org chart.
Supporting Quote:
Greg Matthews: “that doesn’t necessarily mean that you have to throw out your org chart and replace it with a social network diagram, but that social network diagram can help you to actually understand how your organization functions on a day to day basis. It can show you where there are. Traps and blocks, uh, in communication and connection. It can show you where there are opportunities to enhance, um, communication and connection between individuals, between departments.

3. Promote the work of individuals on an organizational level.
Supporting Quote:
Greg Matthews: that doctor doesn’t necessarily have to adopt social networking behavior on their own. They don’t have to necessarily be responsible for emailing their colleagues to say, Hey, here are some cool things that our hospital is doing. The hospital can simply feature them in their content. Almost every employee loves to have the kind of recognition from the organization that says, Hey, we love what you’re doing, and we want to feature it as a way of talking about the great things our organization is doing externally.

Book Recommendation:

Sponsor: 

Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

 

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Healthcare Series: Navigating Toxic Leadership | Dan Weberg

Dr. Dan Weberg is a disruptor innovator who gets fired up about breaking the cycle of toxic leadership in the healthcare industry. As a nurse leader, an expert in human-centered patient design, and the author of the first book of its kind, “Evidence-based Innovation Leadership for Health Professionals, ” today’s topic is one he knows well.

Truth You Can Act On

1. Leadership behaviors are as impactful to patient outcomes as medical errors
Supporting Quote:
Dr. Dan Weberg: [6:38] “Patient mortality increased and patient morbidity increased and, and so did errors. And that was directly tied back to this idea of a transactional toxic leader. One that, you know, holds a carrot out for good behavior in the stick when there’s bad behavior. And they were showing that patients were dying more on floors that were led by toxic leaders.”

2. Toxic leadership can be intentional or unintentional, but either way needs to stop.
Supporting Quotes:
Dr. Dan Weberg: [8:25] “The unintentional side is a symptom of the fact that we don’t train and treat leadership as a, as a practice like we do nursing medicine, you know, other professions, right? So, you know, there’s very intentional training to become a clinician, but there’s very little intentional training to become a leader.”

Dr. Dan Weberg: [10:35] “Toxic leadership is really where you got to kind of get rid of people because that’s where it’s, it’s this kind of focus on power and control.”
3. Teams experiencing toxic leadership have a 78% burnout rate and report decreased commitment to their organizations.
Supporting Quote:
Dr. Dan Weberg [12:41] “[Toxic Leadership] It 100% leads to burnout. We can’t help patients be healthy if we don’t have a healthy culture in which to deliver that care.”

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Healthcare Series: Recognizing Good Work | Terry Hamilton

Terry Hamilton, Executive Vice President and System Chief Operating Officer at Lakeland Regional Health, is a long time leader in healthcare. What stands out about Terry is how passionate he is about the people side of the business. For him, sharing gratitude and recognizing employees for the important work they do well is what being a leader in healthcare is all about. 

Truth You Can Act On

1. Say thank you and say it often.
[19:13] “The most fundamental thing you can do to demonstrate gratitude is to say, thank you. And then you have to know what you’re saying. Thank you for, so you have to be intentional about finding the things that your people are doing that are great and say, thanks for that specific thing.” [19:29]
2. Carve out one on one time.
[16:25] our standard tools are gone. So being there and saying the right thing and providing assurance and trying to enter into this as much as you can with them is the illustration to me of gratitude for workers at this particular time. [16:41]
3. Call people by name.
[25:06]I wanted to thank him, but I didn’t know his name. And I’ve always been nice to my housekeeper, but I didn’t know his name. And I resolved from that moment. I’m never not going to know. My housekeeper’s name because that’s a measure of gratitude as well. And a measure of recognition. [25:24]

Sponsor: 

Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

Book Recommendation:

 Thrift Store Saints by Jane Knuth

Healthcare Series: Intentionally Building Relationships | Shane Carter

Shane Carter is the Chief Nursing Officer at Advocate Aurora Health, the 10th largest not-for-profit integrated health system in the United States.

Listen in as he and Nikki reveal the ways building relationships will impact your culture.

Truth You Can Act On:

    1. Know your individual employees beyond their job title and responsibilities: What are they excited about in life right now? What hobbies are they into?
      [00:12:47] I asked those questions, not because I feel obligated to, I ask those questions because I honestly care.[00:12:52]
    2. Make live personal connections as often as possible.
      [00:19:33] What I try to practice as much as I preach is really get out and make that connection. Have those conversations. My team knows, do not send me an email that goes past two sentences. I just won’t read it. Um, and maybe that’s a negative thing, but they know that you’re better served by coming and finding me walking through the concern, the situation following up that way.[00:19:55]
    3. Don’t assume how people are doing, rather, ASK then just listen
      [00:28:02] One thing that I will never do again is just assume that leaders are in a good spot. You need to check up on them and you need to get in their environment and really talk to them. [00:28:13]
    4. Lead by example to help others see the value of relationship building.
      [00:16:24] I always put a picture of either my family or one of my hobbies up there, let them know that I live in Amarillo, a small town just West of here, and really try to connect with them. [00:16:33]

Sponsor:

  • Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

Book Recommendation:

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