Becker's ASC Review

101 HEALTHCARE NEWS 101 they have within themselves. I started my career as a bedside nurse and then as an individual contributor in a nurse educator/ specialist role for almost 20 years before I stepped into a formal leadership role. I understand the value and contribution that front line staff have in any organization. e pandemic has been incredibly difficult — I've witnessed unwavering efforts by our nurses and other care teams and have been truly inspired by the way our teams continue to deliver the best care to patients and our communities while supporting each other. Being in a leadership position is one of the most challenging and rewarding roles that I've held. We know that the pandemic has forever changed healthcare and that the future of our work will look different. Being a great leader, especially as we head into this new chapter, will require fortitude and creativity while liing up our teams to "rethink the routine" and embrace new methods of delivering care to the patients and communities we serve. Investing in our teams is a critical element of leadership — whether that be removing barriers that are getting in the way of executing a project or supporting their recovery aer the incredible journey they have experienced. Today's leader will need to address well-being and safety in our workforce and develop a commitment to ongoing investment in our people. Great leaders acknowledge their own gaps, get out of the way and build a team that takes calculated risks to change. Our teams are working hard to redefine the care team for the future for both the inpatient and outpatient settings so that each team member can leverage their skill sets and reach their full potential. And while we will face challenges along the way (change is hard), I have no doubt that our nursing team will rise to meet them head on — just as they always do. In the process, I hope to support each team member to find fulfillment in their role and to keep learning, growing and working together as part of a team that delivers compassionate and high-quality care to our patients. Terri Vieira. President of Northern Light Inland Hospital, Northern Light Sebasticook Valley Hospital and Northern Light Continuing Care Lakewood (Brewer, Maine): Great leadership leads by example and inspires others to be confident in their ability to lead. Our experience through the pandemic is a good example where leaders set safety rules and followed them, acting as role models for staff who were entrusted to be safety champions for our patients and for each other. Ali Worster. Vice President of Human Resources and Patient Experience at Northern Light Health (Brewer, Maine): A good leader knows the goals of the organization, how the organization works, and supports staff to get to those goals. A great leader knows how their organization really functions on the front lines, what stressors individuals who make things happen are under, and demonstrates empathy and action to encourage and remove barriers for staff to achieve personal, departmental and organizational goals. n Where are Americans quitting jobs the most? By Kelly Gooch A mericans are quitting their jobs at some of the highest rates in U.S. South and Moun- tain states, Bloomberg reported, citing data released March 17 by the Bureau of Labor Statistics. The seasonally adjusted data shows that quit rates — the number of quits during the month as a percent of total employment — were highest in states such as Georgia, Mississippi and Montana in January. Overall, Alaska had the highest rate at 4.4 percent. States in the Northeast such as New York, Connecticut, Rhode Island and Pennsylvania had some of the lowest rates. At the same time, hires rates increased in eight states in January compared to the month prior, with the largest increases occurring in Delaware (1.7 percentage points) and in Colorado, New Mexico and Utah (1.0 percentage point each), according to the Bureau data. Hires rates decreased in four states month over month, with the largest decreases occurring in Missouri and South Dakota (0.7 percentage point each) and Texas (0.6 point). Below are the places with the highest and lowest January quit rates. Note: The lists include ties. Highest 1. Alaska: 4.4 percent 2. Georgia: 3.7 percent 3. Mississippi: 3.6 percent 3. Montana: 3.6 percent 5. Wyoming: 3.5 percent 5. West Virginia: 3.5 percent 5. Tennessee: 3.5 percent 5. South Carolina: 3.5 percent 5. Idaho: 3.5 percent 10. Arizona: 3.4 percent 10. Colorado: 3.4 percent Lowest 1. New York: 1.9 percent 2. Massachusetts: 2.1 percent 3. Connecticut: 2.2 percent 3. District of Columbia: 2.2 percent 5. Rhode Island 2.3 percent 5. Pennsylvania 2.3 percent 5. Minnesota: 2.3 percent 8. Wisconsin: 2.4 percent 8. Maine: 2.4 percent 10. Washington: 2.5 percent 10. New Jersey: 2.5 percent n

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