What’s Love Got to Do With It? Leadership in New Era of Healthcare | Susan Carter | TEDxNashville
Summary
TLDRThis speech emphasizes the importance of heart-centered leadership in healthcare to improve patient outcomes and workplace happiness. The speaker shares a personal experience where an overemphasis on metrics led to team burnout, highlighting the need to balance targets with patient care. Drawing on examples like Buurtzorg's self-managed teams and Google's psychological safety study, the speaker advocates for a leadership approach that values authenticity, vulnerability, and collective wisdom to drive meaningful change in healthcare.
Takeaways
- 🌟 The speaker emphasizes the importance of bringing 'heart' to healthcare work to improve patient outcomes and workplace happiness.
- 🤔 Stress and burnout in healthcare are often due to external pressures and the focus on meeting targets, which can lead to a loss of sight of the core purpose of patient care.
- 🏥 A personal experience at the Osher Center highlights how an initial focus on numbers and targets led to team discord, illustrating the need to balance metrics with patient care.
- 📈 The expansion of the Osher Center's capacity and services was initially driven by a desire to meet patient needs, but the focus shifted towards meeting projected targets.
- 🔄 The speaker introduces the concept of 'heart-centered leadership', suggesting that decisions should be based on internal values rather than external pressures.
- 🌐 The example of Buurtzorg, a Dutch home care company, demonstrates how a self-managed team model can lead to better patient outcomes and lower healthcare utilization.
- 💭 Google's study on team effectiveness points to 'psychological safety' as a key factor, emphasizing the need for authenticity, vulnerability, and risk-taking without fear.
- 🧠 The speaker advocates for a shift from head-centered to heart-centered leadership, suggesting that this approach can lead to meaningful change in healthcare.
- 🌱 The idea of 'changing the course of the river' is used as a metaphor for the potential transformative impact of heart-centered leadership in healthcare.
- 🙌 The speaker concludes by encouraging the audience to use both their heads and hearts to bring about positive change in healthcare.
Q & A
What is the main theme of the speaker's talk about healthcare?
-The main theme of the speaker's talk is the importance of bringing more heart to healthcare work, which can lead to improved patient outcomes, a more fulfilled workforce, and a happier workplace.
What does the speaker suggest is a common issue leading to stress and burnout in healthcare?
-The speaker suggests that stress and burnout in healthcare are often due to external pressures and the focus on meeting various targets and metrics, which can lead to a loss of sight of the core purpose of patient care.
Why did the Osher Center approach leadership about expanding its capacity?
-The Osher Center's capacity was not meeting the demand, so they approached leadership to explore possibilities for expansion, which led to a generous agreement to support doubling their footprint and expanding their programs and services.
What was the unintended consequence of the speaker's focus on meeting targets after the expansion of the Osher Center?
-The unintended consequence was that the team became cranky, edgy, and discordant because the focus had shifted from patient care to numbers, leading to a disconnect from the reason they wanted to expand in the first place.
What is the significance of the Dutch home care company, Buurtzorg, mentioned in the talk?
-Buurtzorg is significant because it operates on a horizontal, self-managed team-based model, which has resulted in better patient outcomes, lower healthcare utilization, and higher patient and employee satisfaction compared to other nursing organizations.
How does the speaker relate the concept of 'psychological safety' to team success?
-The speaker relates psychological safety to team success by stating that it requires authenticity, vulnerability, and transparency, allowing team members to take risks without fear of judgment, which is crucial for fostering creativity, innovation, and transformation.
What does the speaker mean by 'heart-centered leadership'?
-Heart-centered leadership refers to a leadership approach that emphasizes connecting to what matters, aligning with the organization's mission and vision, and making decisions based on internal values rather than external pressures.
What question was the speaker asked that made them reflect on the potential impact of their work?
-The speaker was asked whether they wanted to 'push more water down the river' or 'change the course of the river,' prompting a reflection on the potential to bring meaningful change to healthcare.
How does the speaker suggest healthcare can be improved?
-The speaker suggests that healthcare can be improved by using both the head (knowledge and strategy) and the heart (values and purpose), leading to meaningful change and better patient outcomes.
What is the potential financial impact of adopting the practices of Buurtzorg in the US, according to the speaker?
-The potential financial impact of adopting Buurtzorg's practices in the US is estimated to be around forty-nine billion dollars in savings per year, based on Ernst & Young's estimation for the Netherlands scaled to the US population.
Outlines
🏥 Healthcare Transformation Through Heart-Centered Approach
The speaker expresses excitement about the potential of healthcare, focusing on the 'what if' scenario of improving patient outcomes and workplace happiness by integrating more heart into work. They discuss the common issues of stress and burnout, often caused by external pressures like meeting targets and quotas. The speaker recounts their experience at the Osher Center, where an expansion was needed due to high demand. Despite successfully increasing capacity, the team's morale declined as the focus shifted to numbers rather than patient care. The speaker then introduces the concept of heart-centered leadership, citing a Dutch home care company, Buurtzorg, as an example of a successful horizontal management model that prioritizes patient outcomes and employee satisfaction over traditional hierarchical structures.
🌟 Fostering Psychological Safety for Team Success
In this paragraph, the speaker emphasizes the importance of psychological safety in creating a flourishing team environment. They explain that psychological safety requires authenticity, vulnerability, and transparency, allowing team members to take risks without fear of judgment. The speaker suggests that to truly connect with values and align with an organization's mission, one must practice heart-centered leadership. They conclude by reflecting on a question about whether to simply push more water down the river (incremental change) or change the course of the river (transformational change), advocating for the latter as a means to bring meaningful change to healthcare.
Mindmap
Keywords
💡Heart-Centered Leadership
💡Stress and Burnout
💡Patient Outcomes
💡Psychological Safety
💡Self-Managed Teams
💡Horizontal Management Model
💡Authenticity
💡Vulnerability
💡Transformational Change
💡Collective Wisdom
Highlights
The importance of bringing more heart to healthcare work for improved patient outcomes and a happier workplace.
Discussion on workplace stress and burnout often linked to external pressures and targets.
The risk of losing sight of the core purpose of healthcare in the pursuit of meeting targets.
A personal account of how focusing on numbers instead of patients led to team discord.
The story of the Osher Center's expansion and the subsequent shift in focus from patient needs to numbers.
The concept of heart-centered leadership as a means to connect with values and organizational mission.
The case study of Buurtzorg, a Dutch home care company, and its horizontal self-managed team model.
Buurtzorg's superior patient outcomes, lower healthcare utilization, and higher satisfaction scores.
The potential financial savings if all home care companies adopted Buurtzorg's model.
The significance of every voice being heard and valued in a horizontal management model.
Google's study on psychological safety and its impact on team performance.
The necessity for authenticity, vulnerability, and transparency in the workplace.
The idea that people need to feel valued and that their work has meaning and purpose.
The call to change the course of healthcare by using both head and heart.
The potential for meaningful change in healthcare through heart-centered leadership.
Transcripts
it has been so amazing to be here today
to hear all these ideas and
possibilities for the future of
healthcare and I want to talk to you
today in the category of what if what if
we could improve patient outcomes be
more fulfilled and have a happier
workplace just by bringing more heart to
our work so I've heard a lot of people
talk about stress and burnout in the
workplace and a lot of it has to do it
seems with external pressures from a
variety of demands
we have margins we have budgets we have
scorecards we have a whole host of
targets that we're trying to meet and
these targets are really important
they're how we know where we are in
relation to where we want to be
sometimes though when we're trying to
reach a goal or a move a vision forward
we can confuse that means for the end we
can mistake metrics and measurements for
providing good patient care we can lose
sight of the reason that we came to this
work in the first place and what it is
that we're trying to do about five years
ago at the Osher Center our capacity was
not meeting our demand and so we went to
leadership and we asked about the
possibilities for expanding I put a
business plan together we submitted it
and they generously agreed to support us
in doubling our footprint and expanding
our programs and services
so once the build-out was finished it
was really important to me that we meet
the targets that we had projected so
every chance I got I talked to the team
about visits and volumes and budgets and
margin because I wanted to make sure
that everyone knew what the expectations
were and after a little while my usual
happy high functioning team started
being cranky and edgy and there was
discord and it was really important to
me to figure out what was going on and
what I realized was our focus had
shifted I had lost sight of the very
reason that we wanted to expand in the
first place
meeting and responding to patient needs
I was focusing on numbers instead of the
patient I was coming from my head
instead of my heart I think there is a
shift this is possible for us now in
health care Frederick Milou in his book
reinventing organizations describes a
Dutch home care company called Burt's
org Burt's Ward's founder considers his
role to be holding the vision for his
company rather than providing top-down
strategy he opted not to use a
traditional hierarchical management
model but went for a horizontal
self-managed team based model there
eighty five hundred nurses operate in
800 self-managed teams compared to other
nursing organizations in the Netherlands
their patient outcomes are better their
patients healthcare utilization is lower
their patient and employee satisfaction
scores are better an Ernst & Young
estimated that if that the Netherlands
could save nearly two billion dollars a
year if all of the home care companies
in their country had Bert swords results
scaled to the US population
that looks more like forty nine billion
dollars and then you know I think that's
phenomenal that's really amazing but
what struck me and what caught my
attention was the change in approach the
horizontal model allowed for every voice
to be heard
every voice valued and for the
collective wisdom of each group to
emerge if we're going to move the needle
if we really are going to be creative
and innovative and transformative we're
gonna need the best of what everyone can
offer and people need to feel valued
they need to know that what they're
doing matters and that it has meaning
and purpose thank you Google did a study
to determine why some of their teams
were flourishing while others floundered
and what they found the single most
significant factor was psychological
safety psychological safety requires
that we are authentic and vulnerable and
transparent that we can take risks
without fear of judgment or
recrimination means that we need to
bring the best of ourselves moment by
moment into every interaction and that
we bring our whole selves mind body and
spirit to the work that we're doing we
have to slow down go within make
decisions based on what we know is right
rather than reacting to external
pressures and circumstances this is how
we connect to what matters this is how
we connect to our values and how we
align with our organizations
organizations mission and vision this is
heart centered leadership
I was asked recently do you want to push
more water down the river or do you want
to change the course of the river we can
change the course of the river we can
bring meaningful change to health care
just by using our heads but following
our hearts thank you
you
you
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