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Michigan Medicine

A Minute with Marschall

Reduce Burnout. Let’s Build a Better Workplace.

August 29th, 2022

While disappointing, the data provided by our Vital Voices engagement survey confirmed what we were all feeling.   For two years, our increasing concerns about our workplace have been lurking in the background, enormously compounded by the widespread challenges of the COVID-19 pandemic. But let there be no question – this did not all start with the pandemic. The pace and challenges of working in healthcare date back at least a decade.

Healthcare-related burnout was recognized long before COVID-19 arrived. For many years it was seen as a personal problem, even a sign of weakness, which caregivers were expected to deal with quietly and on their own, as one of our own medical students points out in his “Lessons From History” medical paper.

More recently, this state of burnout has been accentuated by national events. No matter what one’s perspective, political change, economic swings and the continuous pace of our work and expectations has led us to where we are. Now, we wonder, how can we return to that place where we thrive on rewarding work and find moments to relieve stress in our lives?  

I’ve written numerous blogs about burnout. Burnout is real and we must address it. Positively connecting with our patients, learners and investigators, finding meaning in our work and feeling supported in voicing safety concerns are just a few components of a rewarding environment. Despite efforts to address burnout and build resiliency, our scores indicate that we aren’t making much forward progress.

We already have resource in place to fight burnout through our Wellness Office, and our Office of Counseling and Workplace Resilience,  but as Dr. Christine Sinsky, Vice President of the AMA for Professional Satisfaction, noted, “Burnout manifests in individuals, but it originates in the system.”

To use resources effectively, we need to develop concrete plans that will address the underlying causes leading to burnout within our industry and our system. To help identify forces that negatively affect workplace wellness, the Wellness Office has appointed Faculty Associates to find solutions to six workplace issues that lead to burnout, including:

  • Exploring solutions to address email usage burden
  • Evaluating job resources and job demands to improve teamwork
  • Developing communities of support for parents and other caregivers for co-workers
  • Piloting solutions to address barriers to vacation and sabbatical usage
  • Reduce the negative impact of electronic health record (EHR) usage
  • Identify effective strategies to improve psychological safety among faculty and residents

These findings will soon be shared within our community.

My Time & Stress Management Task Force Team has also researched and shared similar tools and resources to help reduce burnout.

Also, as the pandemic took hold, and caused additional staffing and inventory shortages that challenged our system, we put several organizational processes in place to reduce burnout, including:

  • Multi-year compensation review to ensure market equity as labor shortages increase
  • Greater flexibility with scheduling for shift assignments
  • Remote work options for those who are able to work in this type of environment  
  • Increased pay incentives for picking up additional shifts in understaffed areas
  • Greater focus on recruitment through marketing campaigns

And this brings me back to the subject I started with – our engagement results. This is our most important resource – feedback from you. This year we will not only share the engagement results with you, but we will also build on them, with:

  • Two organization-wide initiatives which will be guided by committees who will seek input from departments and areas to help implement each initiative across the entire organization.
  • The organization is going to begin leader rounding in a systematic way that will identify actions to improve processes and communication across the organization.
  • Leaders will engage faculty to identify and reengineer three processes to improve wellbeing and engagement.
  • Press Ganey will train all department/unit leaders in new tools to support action planning with their local teams.
  • All departments and units will be encouraged to have open discussions to address burnout and wellbeing
  • Action plans will be expected to be submitted by Oct. 31 so we can implement action items aimed at improvement.

Burnout is a cultural, systemic issue, and we cannot check a box and call it done. This won’t be easy but we have the resources available and if we all work together, we will see improvements.

No one in the medical community believes that we can eliminate burnout entirely. Medicine will always be a highly stressful and demanding calling. But by acknowledging and responding to the systemic factors that create it, and caring for one another, I’m confident we can reduce its terrible impact and reconnect more deeply with the profound joys of medicine. 

Additional Comment: Due to the high volume of comments, it may take a few days before you see your comments and replies on this blog. Please be patient and thank you for your interest and concern in this important topic.

Do you have some suggestions for reducing burnout? Please share them in the discussion box below.

37 Comments

  • I would like a person in leadership to follow a provider in clinic one day to see how q15 appointments go. There is not time to prepare for the visit nor chart the visit note and place orders during that 15 minute visit, so when is it done? At home. If a patient needs more than 15 minutes for extra care, accommodation, language barrier, now you are behind in clinic. Lunch missed. Late to pick up kids.

    Another note- in basket burden is severe. Access to our patients is positive in many ways but healthcare has become another phone app without a thought that the provider on the other end is having to respond in between patient visits or else will have a pile of messages at the end of the day.

    Charting time and in basket message should be incorporated into a provider’s daily schedule. It should be quality over quantity when it comes to patient visits if we are truly about patient care and provider well being but instead we are constantly being judged by the “higher ups” that we need to see more patients in our grids.

    Happy to chat more.

    • Alex, we will be implementing more consistent leadership rounding as part of our organization-wide action plan, so hopefully in the future there should be some opportunity to share these scheduling concerns with your leaders as they visit you on site. Certainly, MyChart and the inbasket have been common concerns among many care team members. So many have brought this up that it is currently the subject of several initiatives designed to improve processes and relieve administrative burden. Watch for more information about this in the future. Thank you for sharing your concerns, and for all the work you do to care for our patients.

  • I appreciate the many suggestions and the large number of comments we have been receiving on this topic of burnout. However, a few comments were related to the ongoing negotiations with the MNA/UMPNC unions. This blog is not the appropriate forum for this conversation, so we have chosen not to share these comments here. I will repeat what we have stated many times before: the Michigan Medicine bargaining team will continue meeting with MNA/UMPNC and negotiating in good faith to try and reach a tentative agreement that avoids a work stoppage.

  • I wanted to thank you for your continuous support and for encouraging a blame-free environment for our teams to share their experiences and advice. We all have experienced emotional exhaustion in the last few years, due to the physical and mental stress caused by the Covid-19 pandemic that brought uncertainty to our lives and drove burnout to the highest levels.

    From my personal experience, I found that focusing on selfcare, living in the present, and practicing positivity are great strategies to build resilience towards the various challenges that may contribute to burnout in my life. Scheduling “Me Time” to balance my personal and work life has been vital to achieving a restorative state that allows me to just focus on my present self. I learned that when I am optimistic and positive, I am happier. To help me in this endeavor I have also been keeping a gratitude journal. It provides a positive distraction from stress while I am writing, and it encourages me to notice the positive sides of a situation. It also provides me with a nice record of some wonderful things in my life that I have to be grateful for.

    Ignoring the negative things in life will not make our dreams come true, but focusing more on the positive than the negative, and doing so in an intentional way, can help us maximize our ability to make the best of the challenges we face in life. These strategies are not easy to implement and require practice to be successful, but they really work in reducing burnout over time.

    • Thank you for your supportive comments, Lamia. Others have mentioned that gratitude journal can be very helpful for them, and hearing you describe it as “a positive distraction from stress” sounds like a good way to reduce burnout. Keep thinking positively!

  • I am new to the Michigan Medicine team, hired as a certified music practitioner with the Gifts of Arts Program. We play live soothing music for patients, but we also sit in the hallways and play for staff. Often times when I ask staff if they have a patient to refer they say, “Yes, me!” While we musicians can’t take care of the bigger issues of burn out I hope that we are helping in someway to relieve stress for staff while they are working. I hope that the Gifts of Arts Program can be considered a resource for staff for moments of relief.

    • Thank you, Stacy, for sharing this information, and for sharing your gifts with all our patients, and our staff. We often forget that Gifts of Art can be a great resource for our faculty, staff and learners, in addition to our other well-being resources. In looking at the Gifts of Art webpage (umich.edu) I’m reminded that there are not only performances, but exhibits, art activities and opportunities to give and make gifts for others. I recommend everyone become familiar with these special supports.

  • I believe that the effects of burnout we all seem to be experiencing are compounded by a severe lack of work/life balance. I was hired after the COVID shutdown occurred, and my fellow employees that were with UofM at the time had a COVID “bank” of PTO that they could use if they were to contract the virus. As a newer employee, I do not have that bank of time, even though I am exposed to COVID on what seems like a daily basis.
    I would love to use my PTO for a mental health day, or even to go to a doctor’s appointment, but instead I have to hoard my time for emergencies and the very real possibility that I will contract COVID at some point – and when that happens, I am mandated to quarantine and miss work. This fear is increasing with the very real worry of Monkey Pox.
    While this pandemic is still going on, a COVID bank needs to be made available to employees that still commute to work, so that we may feel free to use our PTO for what is meant for – Personal Time Off – not sick leave.
    On that note, as one of the leaders in the field of health, I am absolutely flabbergasted that UofM does not give it’s employees a separate bank of PTO for mental health days. I personally struggle with manic depressive disorder and anxiety, and, again, due to having to hoard my PTO in case I get sick, I am not able to take any leave when I am having a particularly hard day. I have been approved for FMLA, but the only thing that does is guarantee my job – I still have to use my PTO in order to stay home and take care of myself.
    I feel like if we had an outlet – i.e., a chance to use our PTO for things we WANT vs things we NEED, this would greatly help alleviate burnout.
    Other helpful suggestions would be the inclusion of a relaxation room down in B1 Radiology, similar to what I’ve seen on other floors or even complimentary stretching or meditation classes.
    It is well-documented that the majority of sonographers are forced to retire early due to rotator cuff injuries or other similar injuries that result from the repeated strenuous motion that is an every day part of our job. I firmly believe that UofM should help alleviate this and hold on to their valued workers – whether this means giving us discounted rates and massage parlors, massage chairs, or even classes on how to stretch properly to prevent these injuries.
    Thank you for your time.

    • Chelsey, thank you for your suggestions. I agree a relaxation room or some stretching, meditation classes or massage classes/chairs would be helpful in radiology. Spacing is often an issue in UH and I can understand your concerns. I will pass along these suggestions to those who support similar wellness activities.

  • Reg A. Williams, Ph.D., APRN, BC, FAAN

    Dear Marshall;
    In response to your request for comments about the problem of burnout in the Michigan health care system, I thought I would share a few thoughts. As a Professor Emeritus in the School of Nursing and Psychiatry in the Medical School, I did research in depression, taught many doctoral students, and carried a small caseload of patients. Even though I have retired, I continue to carry a small caseload of patients I treat for depression. In my current caseload, I have three physicians, all of which are experiencing burnout. I continue to try to find ways to help them manage the pressure and stress they are under. Over the years of seeing patients, I have noted more and more being placed on providers with paperwork and the constant changing in MiChart (Epic) to learn, responding to portal messages from the patient, and the sheer number of patients that must be seen per hour. COVID just added an extra stressor. Years ago, as computers came online to streamline the process, the exact opposite has occurred–more burden to the provider.

    Changes to this process come from the top on down. When I was a chairperson, I had frequent talks with the staff that their mission was to serve students and faculty and to go out of their way to support them. Similar discussions by Michigan Medicine leadership are needed to the staff as their mission is to serve patients and providers. Identifying as many ways as possible to support providers would help to reduce the increasing burden of MiChart, scheduling, and answering portal messages from patients to only name a few. There is need for a very serious look at the constant changes to applications for patient care that take considerable time for providers to now learn and adjust. Case in point is the message sent out by UMMG-Gram-MSA (8/31/22) as an update video visit smart phone. I found the message very confusing and if applicable it would fall to the provider to contacting someone to interpret the instructions. What appears as a trend is adding instead of removing a task before adding another. In short, this trend continues to contribute to burnout. There needs to be a thoughtful and through evaluation of all the tasks required of providers and a reevaluation of what could be removed, streamlined, or altered to decrease the burden.

    Lastly, another area needing serious evaluation is what patients must complete in their portal, e.g., if a patient has several consecutive appointments in the health care system, they must answer the same questions (e.g., insurance, medications, etc.) to complete the e-Check In. This involves a simple programming change by a programmer to make that process less burdensome. Too often programmers do not talk with the end-user to better understand what they are changing to make the change easier instead of more complicated.

    I hope these suggestions are helpful since I am readily observing the pressures on providers that contribute to burnout in this healthcare system.

    • Reg, thank you for your unique insights and your suggestions on this topic of burnout. I agree providers are overburdened with what we would have called in the past “too much paperwork,” which has now become “too much technology,” even though the technology was supposed to remedy the paperwork. Instead, it has simply replaced it. We have several groups of people looking at processes that are burdening faculty and clinicians, from several different perspectives. I will share your thoughts with them and your comments should add to the discussion. Thank you for the feedback, and for continuing to care for our caregivers!

  • It is vital that the scheduling crises and the EMR burden be addressed effectively. If providers have no control of their own schedule and constantly see overscheduling errors that get blamed on computer glitches and centralization and they have to work over 4 hours each day when everyone gets to sleep soundly just to hope to catch up on EMR messages that land in their boxes because no one from the team would own them, we will never improve Burnout! Places that make impact on Burnout have teamwork be the top priority, allocate sufficient time to work on boxes for physicians or tap into motivated undergrad students to come in and work as clinical support teams (such as UNC, no stranger to Dr. Runge!) or implement innovative AI tools. If providers have a sense of autonomy (they have to control their schedule to have that feeling) and if there is balance between effort:reward and if they can work on solutions that would work for their area as a team (and hence develop hope that things may improve), then burnout can be stopped. Right now, there appears to be no hope as local leaders keep saying there is nothing that can be done and that we should stop brainstorming about this and just do the work. I want to engage and work on this because I think there can be solutions, but need to be empowered to do so.

    • I agree with you, Elif, that Electronic Health Records have caused a burden for many within our system, and other medical systems as well. I understand your frustration. That can be especially frustrating if others are telling you to stop brainstorming and just work with the problem. You have listed quite a few suggestions for these issues and I will bring your suggestions to those who are currently looking into some EMR solutions. It does take a team, and patience to reach these solutions. We appreciate all you are doing to care for our patients and our community.

  • There appears to be no end in sight to the trend of more and more things to pay attention to, driven by an ideology of metrics and the appearance of performance. It’s just plain too much. Every single little task requires numerous clicks, attestations, logging in to various portals, entering the exact same information multiple times within the same task. We need to acknowledge that if it’s this important to burden every patient encounter/every CME credit/every step in research with bureaucratic documentation that has very little to do with the actual work itself, then a lot more time needs to be allotted for the extra emotional and time burden. We are doing way more “work” than 10, 20, 30 years ago, but with the same amount of time and pay.

    This is a nationwide problem, but maybe UM can be a pioneer here? Burnout is 100% about not having enough time. This can only be partially ameliorated by encouraging an attitude of starry-eyed engagement in the burning out individual.

    More unstructured time with colleagues, while on the clock. More unstructured time to think about patients. More time to deal with the same inflation of bureaucratic burden outside of work (ever had a problem with your internet or cell service?) Not more wellness initiatives that require even more work, time, and attention (ie paying attention to more emails, zoom invites, attestations to wellness activities)

    • I am also burned out on the small tasks that you mentioned – emails, clicking through numerous websites and logging into software to get to all the information to do my job. It would be amazing if we could be the pioneers in solving this national problem – just as long as I don’t have to log in to do it! We are all working on trying to give everyone some of that unstructured time – time to think creatively and to bring the passion back into their work. It just may take some time and we appreciate your patience as we work on these issues. Thank you for your thoughts and attention to this topic.

  • At some point we need to ask ourselves if working 40 hours, or more, is at all conducive to reducing burnout in an era when we are all mostly craving extra time away from the computer.. https://www.4dayweek.com/

    • Thank you for sharing this interesting website, and pilot program, about a four-day work week. It is certainly an idea that has had some success, although it requires a big cultural change for many. I didn’t notice a lot of examples of successes in our healthcare industry, from this group, but it is worth seeking out some more information. Thanks for bringing it to our attention.

  • I feel that more people as they “work from home” or are “too busy with meetings” during the week, feel like they need to catch up on weekends or when they are technically on PTO. As someone that schedules meetings, I find that others answer me all weekend long and I find they also answer while on PTO. The weekend/PTO should be a time to unwind and get away from work, but instead it’s used to catch up. Possibly they could block an hour or 2 during the week and use that time for e-mail and to wrap up to get ready for the weekend/PTO. I found that the “pause” August was busier for some, so no pause for all. It’s understandable though as we all can’t stop. I think if you are working not only your 40 hours but then later hours during the week and then also the weekends, you will feel burnout and stress all the time. There has to be a “your time”

    • Jane, I understand your frustration. As we try to provide these institutional guidelines to support wellness, such as Pause August, we find, unfortunately, that one size never fits all. Because we have such a diverse group of faculty, staff and learners within our community each individual’s need for their own space or time might look different. We continue to strive to support as many options as possible so each person can find their own “your time” as you are suggesting. I also suggest that anyone who finds that they are consistently doing work in off hours or during PTO, that they should discuss this concern with their supervisor, or if necessary, escalate it up their chain of command or with their HR business partner. At Michigan Medicine we want to support anyone who needs to stand up and speak up for their own personal well-being, and those of others.

  • Marschall:
    Your bullet points are correct, but I don’t see any effort to increase “teamwork” and “community” in our clinics. Informally, speaking for medical oncology physicians in the cancer center -I believe that there are several obvious reasons:
    1. the change made before the pandemic to separate us from our NP/PAs. This has been bad for the docs, bad for the NP/PAs, and bad for our patients.
    2. Ongoing issues regarding the unfriendliness of MiChart and the incessant “meaningful use” and other “hard stops” in using it that have extended our clinical work by at least 50%. I am very supportive of an EMR as opposed to the “old way” – and Careweb was an example of one built by doctors to take better care of patients. MiChart (EPIC) was built by coders who apparently have been told to have us bill as close to fraud without actually breaking any laws. It is a terribly written program, and every “update” has just moved the chairs around on the deck of the Titanic without actually improving any of the many annoyances that are built into the system.
    3. Loss of transcription service replaced by Fluency, which is frankly not very fluent, so it takes longer to do the same note-unless we “copy and paste”, which is ok if we also “read and revise.” Sadly, I see many notes that are just replicates of former ones, with no updates or synthesis of how the patient’s care is evolving.

    I”m sure there are many others, but these are major impediments to my enjoying clinic in the manner I used to, and I am very worried about our junior faculty. It seems we are more concerned about competing with Beaumont than we are with competing with Harvard or Hopkins. The latter is why most of us stay in an academic setting. The former may begin to look increasingly appealing.

    I hope these comments are of value. The University of MIchigan has been a great place to build an academic medical career – I hope it will continue to be so.

    • You are not the first person to reference MiChart when discussing burnout, Dan. I am concerned about the issues you are having related with “meaningful use” “hard stops” and updates, among other things. It seems some of the fixes put into place to drive efficiency turn out to take more time than expected. Several people are looking into these process issues to establish some resolutions. I will pass along your concerns to those involved. Thank you for sharing your concerns and for all you do for our patients and our community!

  • Christopher Smith

    In addition to improving the environmental factors we work in, I am hoping to start working with some of our inpatient providers on incremental productivity improvements we can work on from our own side. Becoming a few percent more productive in several daily tasks consistently can compound into major work/lifestyle improvements and be empowering as well. I applaud setting up a ‘Time & Stress Management Task Force Team’ and hope that could extend to clinical staff in addition to administrative staff.

    • I agree, Christopher, that small, but productive, steps that improve processes can lead to great lasting improvements. I’d like to hear more details about what environmental and productivity improvements you are working on from a clinical perspective. We are trying our best with our task force but it is hard to impact the clinical environment, which is so specific to unit and departmental dependencies. Keep up the great work. We appreciate all you do to care for our patients and to improve the work experience for the team.

  • Cynthia Morrison RN

    I would suggest reading the following article, published prior to the current pandemic and relevant to our current situation within the healthcare system :
    Dean W, Talbot S, Dean A. Reframing Clinician Distress: Moral Injury Not Burnout. Fed Pract. 2019 Sep;36(9):400-402. Erratum in: Fed Pract. 2019 Oct;36(10):447. PMID: 31571807; PMCID: PMC6752815.

    The distinction between burnout and moral injury is a crucial concept needed if we are to move forward and heal. Please stop calling it burnout which implies shortcomings of the individual and use the appropriate terminology moral injury which is due to deficiencies in the system.

    • You are right, Cynthia. As I mentioned in this article, this is a systematic problem that began before the pandemic. The word, burnout, however, is a common reference that many understand and equate to this current pervasive condition within the healthcare industry. I don’t mean to lessen the concern by using that term. I appreciate you sharing this article with us. Thank you for reading the blog and sharing your insights.

  • Yes, reduce as additions occur — there are more meetings, initiatives, extraneous Mlearning modules, metrics to meet, in box messages.

    It is important for progress and improvement to add certain things, but rarely are burdens removed from us.

    • Peter, we often find it hard not to give more and more information and requirements to our employees – partly because our organization is so large and partly because it is so complex. What we have to remind ourselves is that sometimes less is more. (See my earlier blog: Inside Michigan Medicine: A Minute with Marschall | » Less is More) We are working on this. If you have some time-saving suggestions, please pass them on. Thank you for your thoughts.

  • Organizational Suggestions on what is acceptable to put in our email away messages/signature regarding being out of office/not responding to emails quickly – I think we need leadership to tell us it’s okay to enforce boundaries of turn around time – or to really acknowledge directions on who to reach out when we are out of office.

    We are so used to quick responses/assuming everything is a life threatening concern. Not sure how but can we establish an expectation of non-priority items? We have a constant issue of one person thinking their issue is an “emergency” when it’s not – it’s their own stress/anxiety making an issue seem emergent.
    I also think we are treating each others like therapists. Human connection is vital and important but I think everyone is struggling with boundaries or who they are supposed to reach out to.
    I think there is a lot of PTSD from the pandemic and we’re all struggling with how to move forward/get back – it feels like there isn’t a good balance of expectations.

    • Thank you, Jennifer, for your thoughtful suggestions. Regarding using more acceptable out of office email messages, my well-being task force has shared some great suggestions about this in this article Afraid your email pile will grow sky high during vacation? Read these email-busting tips – Michigan Medicine Headlines (mmheadlines.org), as well as related email and meeting efficiency tips in this website: Well-being (umich.edu) In addition, the task force and the Wellness Center are currently working on other initiatives based around setting expectations such as you are suggesting. We will share more soon. Thanks for reading the blog and sharing your insights.

  • The MiChart Inbasket is an important source of overwhelm and burnout. The amount of messages from patients has increased particularly during the pandemic, and there are few (if any) common-sense limits or boundaries surrounding this asynchronous form of patient-provider communication.

    • The MiChart Inbasket is a sore subject for many members of the clinical team. So many people have brought this up as a concern that it is currently the subject of several initiatives designed to improve processes and relieve administrative burden. We should be able to provide everyone with some updates in the near future. Thank you for sharing your concerns, and for all the work you do to support our patients and our community.

  • Bring back Graham crackers, and peanut butter & jelly, stock plastic ware and paper plates in the break rooms. You know how frustrating it is when you finally get a chance to eat and you have to hunt down something to eat with? It may sound silly & trivial but the small things add up!

    Do something about our dining options @ C&W, they are horrible. It’s almost like dinning in our building was an afterthought.
    On the surface U of M is supposed to be a premier institution but as an employee it doesn’t feel like that permeates very deep. Everyday I do my very best for my patients, I do it because I take pride in my work and I genuinely love the job. But I don’t feel appreciated by the U.

    The last few years have been hard, I know I have some underlying PTSD from all the suffering & death I encountered. I used to be cool as a cucumber and then I started having anxiety and panic attacks. I’m working on myself and getting better though. I think we all just want to feel valued and that the sacrifices we made were worth it.
    Thanks for providing a platform for suggestions.

    • I can relate that sometimes it all comes down to comfort food! These don’t seem trivial to me. I understand that in the complicated times we have all been through, it would be nice to count on some comforting stables such as our favorite snacks. I will pass this along to those who can be of assistance in this area. I appreciate your feedback and all the care you bring to your patients.

  • Improve and expedite the hiring process. If the employee is applying for another department within the university, it should not be necessary to hold 2 interviews, provide 3 letters of recommendation and the need to complete a large volume of paperwork or survey. Use existing tools such as performance reviews instead.
    Provide some incentive to go above and beyond other than overtime. The merit increase across the board sends the wrong message for quality job performance.
    Improve communication and take action – “actions speak louder than words”
    Create a better work atmosphere – we are all in the same boat, does not make it right.
    Retain the loyal, hard working, educated/trained employees – it may cost less to hire untrained and new staff but it costs more in the long run.
    Talk to and empower the staff in the trenches!
    Should not be offering sign on bonus to new off the street employees when you can’t make an offer to keep quality employees that have been here throughout the duration of changes/obstacles and short staffed challenges.

    • Lisa, your suggestions make a lot of sense. Many of our processes need to be strengthened and tightened up, especially when it comes to expediting the hiring or promoting of those who are already working among us. And I think we can all agree that the more we communicate and empower others, the more we all benefit. Some actions, however, such as sign on bonuses and market adjustments have been enacted to address staffing shortages, which were necessary after the pandemic. We continue to work through these issues and we appreciate your patience through all this change. Thank you for your input.

  • As part of the Performance Valuation goal setting process during the 1st quarter meetings with staff, I am asking each staff member to develop a SMART goal for themselves around resilience. It can be a work-related goal (i.e. not doing chart reviews for the next day at home/after hours) or a more personal goal, such as stepping away from the office for a walk during their lunch or doing something after hours that brings them joy and refreshes them. This has been EXTREMELY well received by staff, and is one small way I can let them know I care about their well-being.

    • I think this is a great way to align two goals together to support each other. By coaching your team about goals while also recognizing and encouraging them to show resilience, you are building a team culture that supports well-being. Great work. Please keep us posted on how your team is doing in the future.

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