Dr. Kevin Churchwell

I will tell you that I continue to work on that empathy part.

I think that what I've worked on and continue to work on is how do we become better servant leaders?

How do we address and support those that work for us, that work with us?

And this pandemic is a great example of that, in that we sent everyone home, over 8,000 individuals, but also asked the question, what did they need?

to help them continue to work from home?

And it turns out there were a lot of answers to that question.

Issues that we had not thought about before, childcare, parental care, the support that's needed when your kids aren't in school and you still have to work.

How do you deal with that?

How do they stay effective, efficient in that regard?

What do they need in terms of that support?

And so we work to put those programs in place, those opportunities in place with a continued listening cycle of what else is needed.

What's needed to make your basement an office from ergonomics to the Wi-Fi system, because we still had to continue to take care of patients and we still needed everyone to work as efficiently and as effectively as possible.

And so it's a continuing process.

The anxiety around the pandemic.

Am I going to have a job?

When am I going to go back to work?

You know, how do we communicate to them?

How do we let them know that we are with them all the way?

And so we made some important decisions that we had the opportunity in our environment at Boston Children's Hospital make.

We decided and made the decision that no one would be furloughed.