Although you are reading this after the damage done by Hurricanes Helene and Milton, I am sure the devastation is still top of mind. Like me, you probably checked in on the well-being of family, friends or colleagues. I was struck by the conversations I had in those weeks with leaders. Their concerns for those in remote areas, navigating shortages of personnel and supplies, while fostering some sense of stability and safety for their organizations is inspiring.
It’s a harsh reminder that while we confront daily challenges—workforce shortages, financial struggles, cybersecurity threats, burnout and more—it is the unpredictable event that truly tests both our strategies and characters as leaders. It is also a reminder that as leaders, it’s up to us to set the stage for our teams and communities to succeed even in the most perilous of times.
Effective leaders are at their best during difficulty, drawing on their experience to pivot and respond in whatever way needed. What may be most impressive, however, is the ability of our workforce to rise to the challenge, often despite uncertain personal circumstances. In the same way, leaders rally the teams and resources needed to do what is necessary.
The recent impact of these natural disasters are important reminders of the unpredictability that crisis can inflict on a community. They also are opportunities for us to learn from each other to better navigate the scenarios. Many organizations are offering helpful insights, such as the list of resources listed in the recent article, “Hospitals are Always There for Patients and Communities, Including in Times of Disasters and Emergencies,” by Rick Pollack, president and CEO, American Hospital Association.
Connection and community are more important than ever. In thinking our way forward, the following seems particularly relevant:
Prioritize collaboration. The importance of collaboration cannot be overstated, whether locally within the community you serve, or across the wider public health ecosystem. A very recent example of this is the American Hospital Association’s list of resources on IV fluid supplies available at https://bit.ly/AHA-helene.
We all know it is difficult to build trust in the middle of a crisis; working with others must be a central pillar of how we prepare and work every day. Establishing feedback loops across disparate community groups and organizations only enhances collaboration and resiliency when faced with unpredictability and crisis.
Invest in agility and adaptability. Scenario planning is a key asset, as is investing in developing organizational agility before a crisis. To enhance an agile culture, we learn and improve by balancing the evidence with transparent dialogue to identify possible situations and responses. Further adaptability and problem solving can be taught. Investing in team training can further reinforce the importance of being agile, whether a front-line caregiver or leader. Developing a rhythm for a preparedness mindset can be embedded into an organization’s culture as a way to continuously evaluate and improve.
Generously support and give gratitude. The emotional stress of a crisis cannot be underestimated; our field knows all too well how emotional stress can impact an organization’s culture long term. Many are still dealing with the effects from the pandemic. Taking care of a workforce, families and community through emergency funds or other support programs is paramount. It is up to us as leaders to foster a culture that puts gratitude at the center of its mission.
Of course, these are not the only efforts or tactics. What is most evident is that having a defined approach is key.
Leaders are essential cogs within communities. Reminders of the power of our teams who are on full display in tough times, proving once again that caring is the cornerstone of our work. Through your strength, teamwork and dedication, communities can not only survive but thrive.
During this season of gratitude, I am grateful for you. Your hard work and determination make a difference. As we approach a new year, I look forward to fulfilling our shared commitment to advance health. You are part of a special network of leaders who lead with heart and mind. As you continue to navigate the challenges in front of you, always remember that we are in this together. We look forward to supporting you wherever you are, whatever you need.
Deborah J. Bowen, FACHE, CAE, is president/CEO of the American College of Healthcare Executives (dbowen@ache.org).