Becker's Hospital Review

27 WOMEN'S LEADERSHIP 27 CEO / STRATEGY Atrium Health CEO, execs pledge $2M toward employee relief fund By Kelly Gooch A trium Health President and CEO Gene Woods made a personal $1 million donation toward the Charlotte, N.C.-based health system's relief fund to support employees during the COVID-19 crisis, according to an internal memo obtained by Becker's Hospital Review. The health system's 16-member executive council has also pledged an additional $1 million to the fund, ac- cording to the memo, which was sent April 20 to em- ployees from Ed Brown, board chairman, and Al McAu- lay, chair of the board's compensation and human resources committee. "Over the past several months, we have been cheering you on from the sidelines and have been so proud to learn of your continued efforts from the leadership team," the memo read. "The countless stories we hear make us hum- bled to be part of the Atrium Health family, as you find new ways to uplift our communities each and every day." "On behalf of the entire Board of Commissioners, thank you for all you do. The commitment you are showing right now is making a remarkable difference — and on behalf of so many, we are extremely grateful." Atrium Health said the Caregiver Heroes Fund, which is part of the health system's Teammate Emergency Care Fund, will provide financial assistance to employ- ees who have suffered hardship during the COVID-19 pandemic. The website for the fund said this includes support for reasonable and necessary personal, family, living or funeral expenses that employees incur due to COVID-19. Atrium Health has about 65,000 employees, according to the Charlotte Business Journal. n Leading a team while working from home during a crisis: 7 considerations By Molly Gamble T he coronavirus pandemic has forced employers to abruptly adopt unprece- dented remote working arrangements, with entire teams forced to work from home for an undefined period of time. e unfamil- iarity of this arrangement and added anxiety teams may experience puts managers, direc- tors and leaders in an especially visible posi- tion to falter or thrive. Here are seven considerations for those lead- ing remote teams during this unusual time: 1. Check in regularly. Establish a regular, predictable cadence of team and/or one- on-one calls. Employees need assurance they will have pre-determined opportuni- ties to consult with you, share concerns and ask questions. 2. Encourage normalcy. As much as possible, employees should stick to their daily routines. 3. Ensure they have the tools they need. Needs for resources may grow apparent over- time, as the speed of the coronavirus pan- demic did not allow much time for trial runs or to draw out plans and resources for every possible work-related scenario or task. En- courage two-way communication with your team so employees will bring their needs to your attention as they unfold. 4. Don't rely on email alone. e best form of technology depends upon the goal or conver- sation at hand. For quick collaboration, chat functions are oen helpful. For sensitive con- versations, look to video conferencing. ere are inexpensive options for various communi- cation tech tools, but consult with IT depart- ments regarding any data security needs that must be met when adopting these tools. 5. Your job description now includes pro- viding emotional support. Like you, your team is working from home because of a global health pandemic. Healthcare teams are likely experiencing anxiety and stress per- taining to their jobs, as well as their personal wellbeing, health of families and friends, and their overall safety and security. If you previ- ously thought it was optional or as-needed to invest in your employees' mental or emo- tional health, it's time to discard that notion. Research shows employees look to managers for cues about how to react to sudden changes or crises. e best thing managers can do is adopt a two-pronged approach: acknowledge the anxiety of this difficult time while affirm- ing your confidence in your team, according to Harvard Business Review. 6. Be flexible and forgiving of imperfection. First, accept that things are not going to run completely smoothly and productivity may not be 100 percent. en, communicate this to your team. Many adults are trying to main- tain the normalcy of their full-time jobs while also homeschooling their children and caring for their isolated elderly parents and rela- tives, among other responsibilities that were structured differently before the pandemic. Be kind and trust your people are doing their best to make it all work right now. 7. Carve out time for levity and socialization. Loneliness and social isolation are real con- cerns. Some small but helpful ways to invite connection into your daily work: Devote the first few minutes of calls to catching up about things unrelated to work. When a call can re- place an email, pick up the phone. Consider virtual happy hours. Or just check in with your team and see what they'd find most helpful right now, and respond accordingly. Bottom line: Do what you can to promote a sense of belonging among your team. n

• Cover