Issue link: https://beckershealthcare.uberflip.com/i/576097
THOUGHT LEADERSHIP 136 was uncertainty about how processes would change as well as a feeling that the acquiring organization felt superior to the acquired facility. At about this time we noticed a tropical depression in the Gulf of Mexico and began hearing the usual drills on the news about hurricane preparedness. We weren't too worried given we were 100 miles inland, and our organization had already successfully survived Hurricane Katrina in 2005 and won national acclaim for our preparedness efforts. As the storm drew closer, it looked like it would hit the West Bank of New Orleans and would likely affect us very little. As a precautionary measure, we decided to rent a semi truck-sized generator that we could power the hospital on in a worst-case scenario. ank goodness we did because a worst case scenario is what we got. e storm shied away from the West Bank and headed straight for Baton Rouge, the location of our hospital. We knew being 100 miles inland wouldn't be the problem, but wind definitely would be. We divided up the staff into A and B teams. e A teams would spend the night and ride out the storm. Once roads were cleared, the B teams would relieve the A teams. We spent several days stock piling supplies and fuel to make sure our patients and staff were safe. And then it happened: e storm hit. From inside the hospital it sounded like a freight train was running on top of the roof. We duct taped windows to prevent glass from shattering on patients and staff. All night you could hear the cracking of trees and highway signs. In the first hour, the phones were working and I talked long enough to my wife and three small children to hear that the shingles were flying off our roof and that several neighbors had their large oak trees 'tomahawk' their homes. en the phones went dead. Luckily we had a safe place in our home for my wife and kids to take shelter free of windows and falling trees. Texting was the only thing that would work and only occasionally. We had learned lessons from Katrina that were invaluable. Namely, staff won't come in to take care of patients if their own family and pets aren't taken care of. As a result, we advised everyone to send family out of town or find accommodations with other friends and family in a safe place. ere were some who couldn't find accommodations, so we housed a limited number of family and pets and created a makeshi kennel. Before the storm hit, we knew all our jobs would change. Aer all, who needed an accountant, CEO or marketing department during a hurricane? What we needed was people to clean pet cages, feed patients and visitors and help security protect the perimeter so we weren't overwhelmed by looters or those seeking the food and fuel we'd need for patient care. As the morning came and the storm passed, we learned the power was out everywhere in town and roads were impassable due to trees and fallen power lines. Our team A would need to stay another night until team B could get in. We couldn't make contact with other area hospitals, so we made the decision to carefully drive to nearby hospitals to see if they had patients they may need to transfer. We made arrangements for the transport of some of the most critical patients and then made our way back to our facility. Aer a few days we had gotten into a rhythm. But aer the fourth day we had a problem. Although the B team had relieved the A team, the A team couldn't come back to work because they couldn't buy gas. ere was plenty of gas at gas stations, but without power it couldn't be pumped. We determined we'd have to find a tanker to bring us gas so we could begin rationing it to employees so they could make their way to and from work. We had a large fuel tank that we filled every two days and even had a way to clock how many seconds of pumping was equal to one gallon of gas. Aer nearly two weeks, the power was finally restored and things were back to normal. We had undergone one of the most difficult and chaotic times in our careers, but at the same time, it was amazing how well the team pulled together. Our response during the crisis was a point of pride for the staff for many years to come." Gyasi C. Chisley. CEO, Methodist North Hospital (Memphis, Tenn.) "I have faced many challenges throughout my career, likely too many to enumerate. I have been able to overcome them through the support of my team, careful consideration of facts and incorporating an evidence- based approach to the problem. I am grateful for these challenges because it has only deepened my resolve toward organizational performance, furthered my passion to partner and fostered most of the relationships with my colleagues. Moreover, I know I have grown as a person and a healthcare professional because of these challenges. I take great comfort knowing I can always resort to our mission, vision and core values as guideposts, which are aligned with my own personal precepts and principles, when faced with difficult decisions. As leaders, I know we are fully aware that many of the decisions we make will ultimately impact entire communities and generations to come. It is certainly sobering, but serves as inspiration to do the right thing. I have always been told that the 'harder right is more difficult to execute in business than the easier wrong.'" n