When a system is broken, it's difficult for employees and managers to feel empowered about their work, but Holland says empowering managers to take ownership of their teams and change that culture on a daily basis is how to most directly impact the front lines of care.
"Over these past couple weeks during our coaching sessions, managers have realized that you're not just managing people, you're leading them by establishing expectations and recognizing and rewarding behavior. You may be a good clinician, but if you're not stepping up as far as the other pieces go, then we have to have that conversation."
'This journey is not optional'
Empowering employees to be "owners and not runners" of the hospital's patient-centered mission, Holland says, leads to instances where coworkers have stepped up within their teams and held one another accountable.
"I make it very clear to them what our expectations are in terms of behavior, and [let] them know that the journey we're on—we're not turning back. This journey is non-negotiable and it's not optional. And I put it to them right then and there, 'Is this something you can be committed to, with a positive attitude, and work as a team to achieve?' And we'll make it clear from that point on that we're not going to tolerate negative attitudes or poor behavior, but we will work with them."