Healthcare organizations that do this well will not only improve the lives of their employees, but also improve the lives of patients.
Editor's Note: Marcie Atchison is senior vice president and chief human resources officer at Stanford Medicine Children’s Health.
There is no doubt that the stress of the pandemic changed us—personally and professionally. From self-isolating to new safety guidelines, we faced a lot of unknowns. The vulnerability of our country, our community and of our workforce created a level of stress unlike anything we’ve tackled before. In the healthcare industry, we’re now unraveling the impact, recognizing that we are built for acute stress, not the sustained stress of recent years.
In healthcare, one of the most prevalent issues we are experiencing today is employee fatigue and burnout. The COVID-19 pandemic exacerbated burnout, which was already an issue challenging healthcare professionals and systems. The unplanned surge in sick patients, coupled with the unknowns of treatment and prevention, forced more time spent at work while trying to rapidly adjust to the challenges of virtual learning, lockdowns, and many more family and life stressors.
There’s a longstanding norm in healthcare to put patient well-being ahead of our own. Yet this is not absolute, because if we and our teams aren’t well, we can’t fulfill our commitment to provide extraordinary care to patients and their families. The pandemic made it clear that healthcare organizations needed to take a step back and acknowledge the humanity and well-being of our employees. This is especially true for those who work on the front lines. Supporting the mental health and well-being of our community members and employees must be at the forefront of any organization’s leadership goals.
As people reevaluate what is important in their lives, they want to take on jobs that align with their values and allow them to show up as their full selves. Organizations must recalibrate and become people-centered in both approach and practice. This requires people-centered leaders that show up for their team every day.
The journey begins with us as leaders
I’ve always been passionate about helping the workforce feel seen, heard, and valued by its leaders. At times this can be challenging because it requires that as leaders, we slow down and be fully present with our teams. Being mindful as a leader can be challenging, especially when we have to make quick assessments, hold crucial conversations, and sometimes make unpopular decisions. In my role at Stanford Medicine Children’s Health, I champion being a people-centered organization, while fostering a high-performance and high-reliability culture. This is not only for the betterment of our people, but for the betterment of our patients and families.
When we talk about people-centered leadership, I like to say, “leaders eat last.” When you think of your team, ensure their "plate" is filled with timely feedback and positive recognition in a psychologically safe work environment. This is the nourishment that fortifies and sustains teams. A leader can build credibility when we “serve” our teams before we serve ourselves. To me, a people-centered leader is a servant leader. There is a level of selflessness, or generosity of self, that's required of us.
Marcie Atchison, SVP and CRO
Leaders must possess a worldview—of their vision and purpose, of the landscape both known and unknown, of themselves, and of the people they have been entrusted to lead. Effective leaders know they must see the bigger picture and appreciate how that wider view affects not only their role, but that of their team. Sometimes, the most effective step a leader can take is to move aside, as a way to empower their team and let others shine.
Over the years, I’ve learned that there is no job beneath you in the role you play within your organization. Additionally, a leader’s key commitment is cultivating the members of the team. This is where leaders need to embrace that servant mindset and demonstrate authenticity and vulnerability. In healthcare, people-centered leadership means building individual and collective capacity to create high-performing teams so not only do our people thrive, but so do patients and families in our care.
Encouraging work-life integration
Leaders are critical to understanding what is important to their employees as people with lives and interests outside of the workplace. By understanding your team’s passions, culture, and interests outside of work, leaders can have more meaningful conversations about well-being with their direct reports. In some instances, policies and programs can be offered for better work-life integration. In addition, people-centered actions and support from leaders go a long way toward people knowing they are valued. This can powerfully fuel a sense of well-being at work.
As we look to a post-pandemic world and strive for better work-life dynamics, understanding your employees’ values and interests outside of work is important. A key role for leaders in this new world is to support work-life integration and dive into the unique ways members of the team find that balance working in healthcare. This is especially important as our workforce demographics shift.
Work-life integration is not just for your team members. The rewards of leading high-performing teams can fill our cups and elevate our sense of purpose and fulfillment. It is beneficial for our leaders to find a healthy balance for our own well-being.
People working in the healthcare industry may find the idea of work-life integration a tough concept, as the ongoing impact of COVID-19 continues to be keenly felt. But if not now, when?
Organizations that put their people at the center of their decision-making can help their team members integrate their personal and professional lives. Healthcare organizations that do this well will not only improve the lives of their employees, but also improve the lives of patients.
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