EP. 146: How to Build a Workplace Culture Where Healthcare Teams Speak Up
episode
Coffee Break: Breaking the Cycle of Bullying in Healthcare, One Cup at a Time
32 min
2 speakers
8 chapters
transcribed 1 month ago
Transcript
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Transcript generated automatically by AI and may contain errors.
What is the purpose of this episode and who is the guest?
Plants thrive and grow in a peaceful, nourished environment, right? Well, it's the same with human beings. But what if that environment is not so peaceful? What if it's toxic? Welcome to Coffee Break, breaking the cycle of bullying in healthcare one cup at a time. In this podcast, you'll get practical, evidence-based strategies to help you. Cultivate and sustain a healthy and respectful work culture by tackling an age-old problem in healthcare, bullying and incivility. I am your host, Dr. Renee Thompson.
Hi, everyone. Welcome to another episode of the Coffee Break Podcast. Today we get to talk with my colleague, client, and my friend, Dr. Melissa Fritz. Melissa is the vice president of patient care services and the chief nursing officer at Methodist Hospital, part of the Health Partners System. Melissa, welcome to the show.
Thank you so much for having me. I'm really excited to be here with you, Renee.
You and I have had so many conversations over the last, I don't know, two or three years. It just feels like just another day where Melissa and I are gonna sit down and have a chat and Excited to share with everybody else just this amazing work that you've been doing at Methodist.
How do leaders set the standard for addressing disruptive behavior?
And so before we dig into that, I want to tell you a few other things about Melissa. She is so actively involved in the nursing profession. She holds the fellow designation from AONL. She currently serves as the president of the Minnesota Organization of Leaders in Nursing. And She is certified in executive nursing practice. And she has three kids, okay, who are all, would you say teenagers? Oh yeah, very much so. And you're an active person. I know you like to do running and you garden. I know you do some reading and I have it on good authority that you're planning your very first marathon this year in October.
I sure am. I'm excited and a little nervous. Yeah. I following the training schedule very closely. I'm very excited for it.
Okay. I'm trying to do the math here. You're chief nursing officer. You have three teenagers. You're training for a marathon. You're so actively involved in AONL and your, you know, the Minnesota O and L. You have to love what you do to be able to keep up at that pace.
I do. I'm so incredibly passionate about nursing, the nursing profession in general. Anything I can do to support our leaders and help advance nursing, not only in Minnesota, but across the nation, which is why I'm also really interested in helping to support AONL and advance that work forward.
Yes, you've just done an incredible job, just really demonstrating that commitment. And something that I've learned about you over the years is that you are particularly passionate about leading culture transformation, especially in high stress, okay, clinical environments. And you do this by supporting your leaders and your frontline teams and truly addressing disruptive behaviors and creating these psychologically safe workplaces. So I want to start by asking you, all right, we all know that the leader plays an important role, but can you tell us what role does the leader play truly in addressing disruptive behaviors and shaping a healthy work culture?
Yeah, I think it's a good question, Renee. And I I think really leadership it sets the standard for what is acceptable. Every interaction sends a message about what we as leaders, what we tolerate, what we value, what we hold in high regard. And one of the things I appreciate most about your work, Renee, and just partnering with you and your team is that you remind leaders that silence is not a strategy. And that is something that you taught us very early on in this journey. And that is something that we continue to relive every day. So when disruptive behaviors are going unaddressed, they become normalized. And eventually people are beginning to believe that that's how we do things here. That's how we do things in this department.
And as leaders, it is our job to make sure our environments are psychologically safe. And to me, what that means is the team members, they feel safe to speak up.
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Chapters
8 chapters
1
What is the purpose of this episode and who is the guest?
0:02–1:28
2
How do leaders set the standard for addressing disruptive behavior?
1:28–5:12
3
Why did the Emergency Department need a culture transformation in 2023?
5:12–9:27
4
What is a Professional Practice Compact and how was it created?
9:27–13:51
5
How did frontline staff and shared‑governance shape the compact?
13:51–20:04
6
What concrete actions showed the compact working in daily practice?
20:04–25:53
7
How do you keep the culture change alive and revise the compact each year?
25:53–29:59
8
What advice can other CNOs use to start a similar culture transformation?
29:59–31:55
Speakers
2 identifiedMore from Coffee Break: Breaking the Cycle of Bullying in Healthcare, One Cup at a Time
EP 150: Throwback episode: Empathy, Hope, and Healing: Reimagining Leadership in Healthcare
EP. 149: Charge Nurse Leadership: 3 Strategies to Improve Professionalism and Team Culture
EP 148: Why High-Performing Healthcare Teams Are Built on Competence, Not Familiarity
EP. 147: Throwback Episode: Collaborative Leadership in Healthcare: Putting People First
EP. 145: Beyond Self-Care: What Healthcare Leaders Must Do to Prevent Nurse Burnout
EP. 144: Human-Centered Design in Healthcare: Why Nurses Lead the Best Solutions