Better work-life balance was selected as the most important factor in health systems’ efforts to retain leaders, according to a May 26 Becker’s LinkedIn poll.
Of the 547 respondents, 38% pointed to better work-life balance, followed by improved workplace culture at 29%. The two people-centered levers outpaced the pay-related option: Higher compensation was the least-selected factor at 16%, trailing more growth opportunities at 18%.
While Becker’s has no insights into poll respondents’ organizations or roles, health system CEOs who connected with Becker’s said they are leaning on those two levers to retain and engage their leadership teams.
The case for prioritizing balance starts with the pressure that leaders labor under. Every day, executives face the complex and dynamic challenges of the broader healthcare environment post-COVID — even more so now while living with the realities of HR 1, Mary Mannix, MSN, president and CEO of Fishersville, Va.-based Augusta Health, told Becker’s.
“To sustain our mission and advance the strategic goals of the health system, we must be a high-performing executive leadership team and lead with optimism,” Ms. Mannix said. “That is a tall order amidst the chaos of the broader environment.”
Her answer is to build balance into the calendar. Augusta Health’s senior executive team commits to three off-site retreat days each year, focused on team building and facilitated by an executive coach — an approach Ms. Mannix readily endorsed.
“We find pearls of wisdom that can enhance our team effectiveness that we would not find if we hadn’t intentionally made the decision to slow down on retreat day, communicate and challenge ourselves on working together more effectively,” she said.
Each day closes with the team having dinner together and socializing. It seems like a small gesture, she added, but it is grounding to do normal things together while navigating industry chaos.
Other systems are also pulling on the culture lever. Winchester, Va.-based Valley Health has been on a deliberate culture journey to enhance the caregiver experience, grounded in listening and continuous improvement, President and CEO Mark Nantz told Becker’s. Three years of ongoing feedback surveys produced concrete action, including a multidisciplinary caregiver well-being committee focused on the emotional, psychological and physical safety of staff.
“This work has also expanded to dedicated physician well-being support and strengthened benefits that support caregivers and their families — such as enhanced fertility coverage and expanded paid family leave inclusive of all parents,” Mr. Nantz said.
At Visalia, Calif.-based Kaweah Health, Marc Mertz has served as CEO since only December but has already led a push to expand the system’s culture of compassion and organizational pride, he told Becker’s.
“As a public community health system, our mission is personal,” Mr. Mertz said. “We exist to care for our neighbors, our friends and our families. This is a massive responsibility, but it is an even greater privilege — one that our team takes pride in every day.”
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