Health system leaders are reorganizing teams and redesigning care delivery to prepare for long-term growth. They’re taking steps to “do more with less” amid staff shortages and tightening budgets.
But one thing that’s untouchable in pursuit of growth, according to Athena Minor, MSN, RN, chief nursing and clinical officer at Ohio County Healthcare in Hartford, Ky., is the system’s culture.
“Protecting culture is far more fiscally sound than growth at the cost of culture,” she told Becker’s. “Financial stability, especially in rural health, comes with a big question mark behind it these days. If your culture is healthy and on the right trajectory, that culture will drive positive outcomes, including financial outcomes; patients benefit, providers benefit, staff benefit and the organization benefits.”
It takes incredible effort for leaders to establish a strong culture and engender pride within the institution. Cultivating the sense of belonging and community means caring for the caregivers, which can be especially challenging on a tight budget. But there are ways leaders can build trust and engagement.
“Sustaining a healthy, positive culture throughout your organization contributes to long-term fiscal health,” Ms. Minor said. “Placing that culture at risk to increase the bottom line can be more costly than passing on an opportunity if the fit isn’t right. I have always been aware of the fiscal importance of culture, as well as other more obvious benefits. In the past year, I have learned that, before any decision is made, one question that should be asked is, ‘how will this affect our culture?'”
Kurt Koczent, RN, executive vice president and COO of Thompson Health in Canandaigua, N.Y., is using the GROW coaching model as the framework for facilitating personal and professional development throughout the system. He aims to improve patient care and outcomes by setting clear objectives, assessing current practices and brainstorming new solutions. Then, the team implements action plans.
“By formalizing this process, we are able to create long-lasting change as we believe that we are what we formally do,” he said. “This structured approach not only fosters a culture of continuous improvement, but also leads to measurable advancements in both statistical and clinical outcomes.”
John Voigt, MSN, RN, vice president and chief nursing officer of Memorial Hermann The Woodlands Medical Center in Shenandoah, Texas, also saw in the last year how valuable a structured approach to defining a culture of accountability can be. The hospital embarked on several initiatives, including TeamSTEPPS training, for more interdisciplinary collaboration and leadership development.
“I’ve seen first hand how engagement at all levels translates into measurable outcomes, whether in reducing HAIs, improving compliance with barcode scanning, or advancing throughput efficiencies,” he said. “However, I’ve also learned that accountability must be balanced with support; ensuring that ladders and frontline staff feel empowered, not just responsible, is the key to sustaining progress. This lesson has reinforced my commitment to cultivating a high-reliability culture where safety and excellence are embedded in every decision and practice.”
