Issue link: https://beckershealthcare.uberflip.com/i/665044
56 outside of their lounges to help increase access to daylight and fresh air," says Tonia Burnette, a principal and leader of CannonDesign's health market core leadership team. Design features that reduce unnecessary noise also yield positive effects for employees. Aer all, there is a direct correlation between the sound level in a nursing unit during the day and nurses' quality of sleep at home, according to Mr. Pukszta. Eliminating unnecessary alerts and announcements, fixing squeaky wheels on carts and providing ambi- ent noise can help nurses get a better night's sleep when they go home, which will helps sustain energy and alertness during the day. How design impacts care delivery Medicine today is becoming increasingly oriented toward team-based care. As healthcare providers take steps to break out of silos and better coordinate patient care, the physical environment should reflect these efforts. Large spaces that can accommodate numerous workers from a variety of care teams support collaboration. U of M Health Clinics and Surgery Center incorporated spacious, flexi- ble collaboration space that connects to all of the clinic's specialty areas. is makes it possible for subspecialists to access one another as quickly and easily as possible. "One of the most common comments we've received from providers is how impressed they were with how easily they can walk from one collabo- ration space to another to consult with each other," says Ms. Johnson. e collaboration space helps the institution fulfill its academic mission, because the residents and fellows completing their training will be better prepared to provide team-based care aer having worked in space that is conducive for collaboration. "We've learned lessons from contemporary workplace environments — from offices such as Facebook and Google. Both employees and tech- nology are mobile," says Mr. Pukszta. "People enjoy having the ability to collaborate and work in different zones." Make the design process inclusionary Include clinicians and other healthcare workers in conversations that inform design decisions, advises Ms. Burnette. Each member of the care team is impacted by the work environment, and everyone involved in care delivery is a potential source of innovative design ideas. "Talk to each [healthcare worker] about what they need in their work- space when they're interacting with patients," says Ms. Burnette. She says it is now standard for her firm to include staff in planning conversations. Her colleagues also use full-scale mockups of certain elements of design — such as workstations or touchdown areas — and encourage employees to give feedback on the size, shape and configuration of the space. Technology, care delivery models and processes are constantly evolving, so hospitals' physical environments should be designed to accommodate a possible change in the future. "We wanted to create something visionary and futuristic that would live on past changes in future healthcare delivery," says Ms. Johnson. "We didn't want to design a building that would be obsolete when technolo- gy or processes change." e ideal healthcare facility is one that maximizes revenue-generating space while also supporting staff. To do this effectively, leaders and their design partners must do more than just consider staff interests — they should incorporate staff feedback and ideas into the design process. Doing so will result in a work environment that empowers clinicians to provide the best possible care for patients, while also allowing them to take care of themselves. n Leadership Versus Management: The Differences CEOs-in-Waiting Need to Know By Tamara Rosin L eadership and management are often used interchangeably, but they are not the same. Although managers must exhibit leadership skills, and top-level leaders have management duties, the breadth of a CEO's responsibilities extends far beyond oversight. As senior leaders move up the ranks, understanding the differences — however subtle — between managerial and leadership duties is important. Andrew Chastain, managing partner and chairman of executive search firm Witt/Kieffer's healthcare practice, put it simply: "Leaders set direction and man- agers make it happen." However, lead- ership and management competencies are not mutually exclusive. Bosses must flex both muscles, but at the executive level, leadership is more critical. "The CEO is really responsible for leading the organization's actualization of its vision," says Mr. Chastain. "He or she must be driven to create a strategic plan that leverage's all of the organi- zation's assets — its intellectual assets, technology, facilities, relational and human assets — to maximize this vision." How do CEOs do this effectively? There are several fundamental leader- ship competencies at play. First, CEOs must be "capstone ca- reerists" constantly seeking profes- sional development, according to Mr. Chastain. At the same time, his or her personal values and goals must align with those of the organization. Second, CEOs need strategic minds. They must appreciate how the or- ganization's functions influence one another instead of treating each as discrete silos. Third, senior executives must be expert communicators. Indeed, 91 percent of employees say communication issues can lower an executive's standing, according to an online Interact/Harris Poll of roughly 1,000 U.S. workers. CEOs must be ready to communicate more often and deeply than they did in managerial roles, according to Mr. Chastain. This includes communication with co-executives, managers, employ- ees, patients, families and even outside business leaders. Linda Knodel, RN, senior vice presi- dent and CNO at Mercy, St. Louis, is the recipient of the American College of Healthcare Executives' 2016 Gold Medal Award. The award is ACHE's highest honor bestowed upon out-