Becker's Hospital Review

THOUGHT LEADERSHIP 130 'The Hardest Thing I've Ever Done' 12 Physicians, CEOs and Nurses Recall a Tough Professional Moment By Erin Marshall H ealthcare leaders encounter challenges on a daily basis. Although some are easy to overcome, others take a more substantial toll on not only the leader, but his or her team and organization. From changing relationships with colleagues to handling layoffs to protecting their employees and patients during national disasters, these men and women have put their leadership to the test. Joel T. Allison CEO, Baylor Health Care System and Baylor Scott & White Health (Dallas) "e first time I ever served in a CEO role, I was recruited to do a turnaround. At the time, that particular hospital was experiencing major financial challenges. To stay viable, we determined we needed to reduce our workforce by 200. I felt it was my responsibility to meet with those employees face-to-face. at was one of the hardest days of my professional life as I knew our decision would have a significant impact on each one of those employees and their family members. In the end, we were able to keep the hospital financially viable so, in turn, hundreds of other employees kept their jobs. Sometimes you have to make those tough calls, but they should never be easy." Sue Eckert CNO, MedStar Washington Hospital Center (Washington, D.C.) "For me, the hardest leadership moment was Sept. 11, 2001. As we all know, the attacks on the nation were so shocking and catastrophic. At that time, I was serving as senior nursing director for critical care and emergency services [at MedStar Washington Hospital Center]. When we understood New York was attacked, we began to prepare to receive people. As the plane hit the Pentagon, we actually went into preparing and planning for what we hoped was going to be a large number of victims from that particular site. I went through three phases that day. e first phase was not particularly difficult because my staff and I are well-trained on how to activate our emergency response system. We all understand how to compartmentalize, but it was more complex because of the emotions. What was hard was what was to come. So many lives were lost in New York City and Washington, D.C., and it became evident as time passed that there would not be victims coming. We were literally just waiting to receive the patients, but we began to realize with horror that it was not going to happen. I had to lead a team that was energized to support so many, then grapple with the realization that it wasn't going to happen. e third phase is that everybody is human. ere were so many people who had lost loved ones in New York and in the Pentagon. I heard story aer story aer story of people worried about their mother, father, husband, child or sister. I had to be realistic and understand there would need to be support for the teams. We ultimately did receive all the survivors from the Pentagon who needed hospitalization. We received 14 people when we wanted 300. I also had to prepare the team to stand down. ey understood that by leaving, the reality was true. I had to help people feel that their contribution was important, but it wasn't going to be used at that point in time. e whole day is a bit of a blur. At some points, time seemed to be in agonizingly slow motion, but at other points it moved at warp speed. As a leader, you have to make sure your personnel feel valued and supported. You're able to provide them the solace needed to get through such a catastrophic event." Thomas L. "Tim" Stover, MD President and CEO, Akron (Ohio) General Health System "My toughest moment was when we had to do a reduction in force three-and-a-half years ago. We had to take cost out and eventually it got down to employees, although they didn't do anything wrong. While it did help our financial turnaround, I hope I never have to do it again."

• Cover