Deborah Bowen and Dr. Kimberly Togliatti-Trickett<\/p>\n<\/div>\n

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Deborah Bowen<\/strong>, president and CEO, American College of Healthcare Executives (left). Dr. Kimberly Togliatti-Trickett<\/strong>, chief medical officer, West Market, University Hospitals.<\/p>\n<\/div>\n<\/div>\n

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The healthcare industry is facing a wide variety of challenges\u2014and solutions aren\u2019t always straightforward. Each month, Modern Healthcare asks leaders in the field to weigh in on their approaches to the sector\u2019s thorny issues.\u00a0<\/p>\n
This week, we hear from Deborah Bowen, president and CEO, American College of Healthcare Executives, and Dr. Kimberly Togliatti-Trickett, chief medical officer, West Market, University Hospitals, about the issues healthcare organizations\u00a0continue to grapple with in the wake of COVID-19.<\/p>\n
Given where we are in the pandemic and the state of the industry, do you think leaders are overly focused on crisis management<\/b><\/p>\n
Bowen:\u00a0<\/strong>By and large, as a field, I don\u2019t see leaders stuck in crisis management mode. I think they\u2019re looking for ways to solve problems and build their organizations in a way that respects all we\u2019ve been through. \u2026 Many people are being relatively bold in disrupting lots of things about who they are and what they\u2019re about in their organizations.<\/p>\n
Togliatti-Trickett:\u00a0<\/strong>At the start of the pandemic, everybody was focused on crisis management, tackling problems as they arose. We\u2019ve reached a steady state after the pandemic with regard to tactical thinking. Management must now transition to strategic thinking while still dealing with the after-effects of the crisis from a staffing perspective.<\/p>\n
Do you believe organizations were adequately prepared to manage the workforce burnout the industry has encountered?<\/b><\/p>\n
Bowen:\u00a0<\/strong>I\u2019m sure people could say, \u201cYeah, we could have always done more,\u201d but could we have done more to prevent the pandemic? I don\u2019t know how. Part of this is the perfect storm resulting from the conditions we were surviving regarding the state of the workforce and the incredible demands on frontline workers and others.<\/p>\n
Togliatti-Trickett:\u00a0<\/strong>It\u2019s been an unprecedented challenge. During the worst of the pandemic, burnout was inevitable because of the hours, patient volumes, rapid pace of change and severity of illness the teams were managing. As a result of burnout, we\u2019re now facing staffing challenges requiring employees to work harder and longer. Also, the baby boomers are retiring, resulting in a workforce with different work\/life-balance expectations.<\/p>\n
Is there an undervalued healthcare leadership skill set that you believe deserves more attention?<\/b><\/p>\n
Bowen:\u00a0<\/strong>When I hear leaders talk about what really makes a difference, it\u2019s more about the relationship dimension. It\u2019s listening more, it\u2019s building trust, it\u2019s much more of the interpersonal skills. It\u2019s really trying to connect with people to bring more meaning and purpose. How do we invest in people to make their jobs more interesting or better?<\/p>\n
Togliatti-Trickett:<\/strong>I believe it\u2019s the ability to connect with others. It\u2019s about empathy and authenticity. As a leader, meeting staff where they are will encourage their engagement. Most successful leaders meet with their staff daily and listen to them\u2014being present versus leading from behind a desk. Understanding the staff\u2019s daily challenges and celebrating their successes empowers them.<\/p>\n

Download Modern Healthcare\u2019s app to stay informed when industry news breaks.<\/em><\/a><\/p>\n

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\n Deborah Bowen and Dr. Kimberly Togliatti-Trickett<\/p>\n","protected":false},"excerpt":{"rendered":"