The growth and development of our colleagues continues to be a strategic imperative. The HCA Healthcare Leadership Institute responded quickly in the midst of uncertain circumstances, ensuring access to continued excellence.
Making Learning Accessible
Navigating change and managing crises are not new challenges in healthcare. Doing so virtually, however, is a bit more unusual. Like many teams, the Leadership Institute pivoted quickly to adapt and curate resources that were flexible, engaging and high-quality, and that could be delivered virtually.
Rapid design sessions were held to adapt in-person courses to a virtual framework that included instructor-led Webex training center sessions, on-demand content for self-paced learning and virtual cohorts. More mobile-enabled microbursts of learning to support colleagues were made available through Harvard ManageMentor® Spark™ . Another option, the Path Forward toolkit, is one of many examples of new resources that were developed to help leaders and colleagues address change and build resilient teams.
Using Service Learning
The Leadership Institute’s Executive Residency Program is one of several Signature Series programs that engage in service learning. This teaching strategy integrates meaningful community service with instruction and reflection to enrich the learning experience, teach civic responsibility and strengthen communities. This has continued during the pandemic, impacting nearly two dozen nonprofit organizations across 11 states.
Recognizing Culture Guardians
During the first months of the pandemic, HCA Healthcare leaders were challenged to guide their teams in a new way. They were called on to help teams develop resilience using empathy and relationship building. Among those who lead by example is Eric J. Wong, a graduate of the Leadership Institute’s Leadership Excellence Program; he oversees two multispecialty ambulatory surgery centers in California.
Early on in the pandemic, the former U.S. Air Force captain found himself in the familiar position of reacting to a crisis with limited information and added complexities. Global supply chain disruptions, rapidly changing guidelines from the Centers for Disease Control and Prevention, and surges in COVID-19 patients were taxing hospitals’ supplies of personal protective equipment (PPE). Eric was on the forefront of sharing PPE supplies that were largely unused at his centers due to pauses in elective surgery. He leveraged the resources and relationships he needed to communicate quickly and decisively to his many audiences, which included physicians, patients and vendors. It’s one of the defining characteristics of HCA Healthcare: colleagues who go above and beyond to answer the call.