EP. 147: Throwback Episode: Collaborative Leadership in Healthcare: Putting People First
episode
Coffee Break: Breaking the Cycle of Bullying in Healthcare, One Cup at a Time
34 min
2 speakers
8 chapters
transcribed 1 month ago
Transcript
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What is Dr. Stacy Alves’ core leadership philosophy about caring for staff?
Well, hello there, friends. This week we're taking a trip into the podcast vault and bringing back a previous episode that, you know what, deserves another listen. Here's the deal. I know many of you are new to the podcast and may have missed some of these earlier conversations. And for those of you who have been with me for a while, first of all, thank you. you might be surprised what stands out to you the second time around it's just like you know when i read a book like oh my god this is so great and then i put it aside and then the following year i read it again like oh my gosh like i got even more out of it the second time around and okay sometimes the third and fourth time around The key is you always pick up something else.
The second, third, maybe fourth time you listen, read or watch something. So the best insights, as you know, tend to age well. And this episode is packed with practical takeaways that you can put into practice right away. So enjoy this throwback and I'll see you back here next week with a brand new episode. And as always, Be kind, take care, and stay connected.
Hi, everyone. Welcome back to another episode of the Coffee Break Podcast. Whenever you're listening or watching this, I just hope you're having a really good week. And today's guest is Dr. Stacey Elvis, and she is the Chief Nurse Executive at Kaiser Permanente in Santa Clara, California. Stacey, welcome to the show. Good morning. Great to be here. Thanks. So Stacey and I go way back. We started doing work together when you were at a different organization. I think you were in the interim. Was it a director of education role?
I was the director of education and the interim director from internal child health, which I had no clinical experience in.
Yeah. Well, you know, it's interesting. I actually worked with she was a manager of a neurosurgical department. and they weren't going to hire her because she did not have any neuro experience and she said here's the deal i'm a good leader and as long as i have a couple of excellent clinicians who are experts we're going to be just fine and she was a great leader and ran a really great department and i ended up working there for a couple of years and that's where i sort of got my chops on in that neuro So, yeah. So, OK, you were in that role, those roles, and then you moved over to KP Santa Clara. And Stacey, weren't you in an interim role first and then they made you the permanent C&E or were you right there C&E from the beginning?
Yeah, I came here as part of the C&E fellowship in the associate C&E role. And there was a quicker than expected transition into the interim C&E role because my predecessor got a promotion. So I got to step up pretty quickly and then ultimately came to be in this role permanently.
Wow. Yeah, sometimes it takes forever. But it sounds like you had a, you know, really quick. Here you go. Now you're permanent. And just so you all know, you know, those of you who are listening or watching, Stacey and I have been working together. So we've done a lot of work at KP Santa Clara. And I consider Stacy, not only a client, but a really good friend and love the fact that I'm on the East Coast and she's on the West Coast. And we will have those like it for me. It's in the evening. She'll text me. Hey, do you have a couple of minutes? I'm you know, I really want your advice or let's talk about something. And I have just grown to love the the conversations that, you know, you and I, Stacy, have had.
Because just because you're a C&E, you're an executive role, doesn't mean you don't need to bounce some things off of someone or to get some help, right?
Absolutely. I always say it takes a village to be a good leader. And you are one of the key members of my village.
Well, thank you. You're one of the key members of my village, too. So I love it. Just to kind of let you know a little bit more about Stacy. She has her doctorate in executive leadership.
How did the ED throughput performance‑improvement project demonstrate the power of multidisciplinary collaboration?
She is a certified improvement advisor and a heart math instructor, which before I continue, what is that?
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Chapters
8 chapters
1
What is Dr. Stacy Alves’ core leadership philosophy about caring for staff?
0:00–4:20
2
How did the ED throughput performance‑improvement project demonstrate the power of multidisciplinary collaboration?
4:20–9:27
3
What strategies does Dr. Alves use to address resistance and engage “hard‑to‑reach” team members?
9:27–13:45
4
How does she model healthy work‑life balance and personal wellness for her staff?
13:45–19:07
5
What is the structure and purpose of her “leader standard work” checklist?
19:07–23:10
6
How can leaders use technology like Microsoft Copilot to reduce administrative burden?
23:10–28:25
7
What practical advice does she give new leaders for being present with their teams?
28:25–31:48
8
How can listeners connect with Dr. Stacy Alves and continue the conversation?
31:48–34:38
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. 146: How to Build a Workplace Culture Where Healthcare Teams Speak Up
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