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You can make a difference if you remember, and act upon, one key concept: The Problem with Burnout is the Workplace, Not the Worker

The pandemic has driven clinicians to unprecedented levels of burnout. Healthcare leaders have the best opportunity to help them. Here's how

What is the role of the board of directors in addressing clinician burnout? This is the focus of my discussion with Dr. Byron Scott.

Over the next few months I'll be interviewing healthcare leaders asking what they learned from the past year and their hopes for 2021.

Healthcare leaders, at the local and national level, must prioritize clinician well-being and take action to address burnout.

How do you efficiently and effectively improve physician engagement? There are a few key steps that make a difference:

Start simply and effectively when addressing burnout. It's important to know what needs to be done in order to not waste precious resources.

Connections matter. Connecting to our Purpose, to our mission, to what we find meaningful in life, serve as protection against burnout.

Dr. Breen was an exemplary physician and human being, an optimist with a magnetic personality, who died by suicide on April 26th.

It's the economy, stupid! In 1992 Bill Clinton was a relatively unknown governor or Arkansas running for president against Republican...

Leadership is the key to not only surviving, but coming through the crisis better and stronger.

Burnout is a failure of the organization, not of the clinician working in that organization.

Basically it comes down to this - when leaders who respect and care for their people, their people are more satisfied and better engaged.

When things change daily, a daily huddle is vitally important to keep up with the pace of change.

O'Neill also believed in the importance of every human being as a driver for organizational greatness.

A daily huddle of the C-level executive team will ensure rapid problem solving.

The Pandemic Has Changed Everything. This is an opportunity to transform broken relationships between executives and clinicians.

How your organization comes out of this in six to twelve months depends on how well you were prepared beforehand and how well you respond.

"A workplace is perceived to be fair when three key elements are present: trust, openness, and respect."

“Most executives don’t know what burnout is or how to prevent it. Leaders must understand burnout and the organizational factors . . .