EP 72: Strategies for Recruitment, Retention, and Resilience

CB_72. Dr. Janice Walker: Audio automatically transcribed by Sonix

CB_72. Dr. Janice Walker: this mp3 audio file was automatically transcribed by Sonix with the best speech-to-text algorithms. This transcript may contain errors.

Dr. Renee Thompson:
Plants thrive and grow in a peaceful, nourished environment, right? Well, it's the same with human beings. But what if that environment is not so peaceful? What if it's toxic? Welcome to Coffee Break: Breaking the Cycle of Bullying in Healthcare – One Cup at a Time. In this podcast, you'll get practical, evidence-based strategies to help you cultivate and sustain a healthy and respectful work culture by tackling an age-old problem in healthcare: bullying and incivility. I am your host, Dr. Renee Thompson.

Dr. Renee Thompson:
Hi, everyone! Welcome back to another episode of the Coffee Break podcast. I first want to thank you for being here. We know you have a lot of competing priorities, but the fact that you're here right now tells me that you really want to cultivate and sustain a healthy work culture. And I'm really excited to welcome Dr. Janice Walker, who is the senior vice president and chief nursing officer of the Southwest Region of Advocate Health. Janice, welcome to the show.

Dr. Janice Walker:
Thank you. Renee. That was the southeast region.

Dr. Renee Thompson:
Sorry about that. Similar. Okay, they're close. Really just looking forward to this conversation because you and I worked with each other when you were the system's chief nursing officer at Baylor Scott and White, and I was there as a consultant and I don't I probably have never shared this with you, Janice, but I remember scheduling a meeting with you, and I remember walking from the hospital all the way down. I know you could take, like, this little shuttle. I'm like, no, I'm walking. Okay, I walk everywhere, and I was meeting you for the first time. I was a nervous wreck, like, oh my gosh, if you're the systems chief nursing officer. And at the time, I was very confident in my skills as a speaker, but I was a newer consultant, so I wasn't as confident. I'm not I wasn't as confident then as I am now. And I remember like, what is she going to do? Is she going to drill me like a drill sergeant? And you were the nicest human being. You made me feel right at home, and I felt like you and I could have been besties. You were just gracious. You were wonderful, and I don't. I don't think I ever shared that with you. I was a nervous wreck.

Dr. Janice Walker:
I remember that day you walked from up on the hill of Temple, Texas, down to our headquarters.

Dr. Renee Thompson:
Yes, yeah. It was just ever since then, you know, and you and I have communicated over the years, and, you know, you've actually had a lot of other high-level positions in the state of Texas, and you're now working for Advocate. You've also done a lot of work, Janice, under this umbrella of recruitment and retention. So first of all, I'd like to start with what led you down that path to really, you know, focus on recruitment and retention. And especially now, it's even more difficult. So yeah, what led you down that path?

Dr. Janice Walker:
So I would say it's the word COVID, Renee, because the journey at Baylor Scott and White Health, we were 52 hospitals, the largest healthcare system in the state of Texas, not for profit. And we were doing a great job. You know, we might have had actually a line to go to work for Baylor Healthcare System. And then the pandemic hits, and we let our eye off the pulse of the organization related to retention, and then recruitment broke immediately. Even our recruiters were being recruited away from us. Everyone was chasing the travel bug, which you can't blame them to do. You know, I've said to all the CIOs there that we would do it ourselves if we were younger and mobile. It's the first time in the United States that nurses could earn that kind of salary, but keep the lights on, because this will be over. And one of the things that we built during the pandemic that was highly effective was the Baylor Scott and White Nursing Institute for External and Internal Communication, as well as built and published workaround candidate-centric work. Because we really never had to be candidate-centric, we were employer-centric until the pandemic broke all of us.

Dr. Renee Thompson:
Okay, what does that mean, Janice? Candidate-centric work, as I don't know that I've ever heard that.

Dr. Janice Walker:
It is purposeful work streams that have key performance indicators targeted to them on how fast an organization is going to reach out when an applicant has applied. What is your timeline? How fast is the leader going to interview that applicant? How fast are we going to make a decision on that applicant? How fast are we going to give a job offer to that applicant? And how fast are we going to onboard that applicant? So you completely had to retool your candidate-centric work, if you even had any to start with, because no one had metrics around that. We didn't have to. So, once we rebuilt the chassis on being very candidate-centric, so we knew exactly how fast we were performing, we got even smoother, we published it. And the cool thing about the publication is it wasn't just written by nursing leaders. It was written by nurse leaders with recruiters, so they saw their name published. And so that's really we we launched it right in the middle of the pandemic, and we even got smoother coming off the pandemic. And I took that toolkit to Advocate. And I said, I'm not going to ask you to reproduce this. I'm going to ask you to reproduce something better, because there's going to come a day that we want to publish. That's how you do in research. You find articles, you learn from the lit review, and you tweak them and make them even stronger, and then you republish. So that's where we are now in that particular zone. We have a BI tool here at Advocate Health in the southeast that I can key in every nurse manager across this 40-hospital system and tell you where their candidates are sitting in the queue and how fast they're moving, as well as the VP of talent can do that for the recruiters. So, it was just holding each other accountable on candidate-centric work. And that in itself is one of the biggest nuggets. I feel like that helps solve workforce challenges. In essence, improve retention. If our own nurses, knowing how aggressive we're being with recruitment strategies, they they sign up to help. They send us employees; they send us referrals. They. So we celebrate our candidate-centric work every month that month in close. And it's been one of the best leadership toolkits I've put together in my career.

Dr. Renee Thompson:
That's impressive. I didn't know you. You did that work. And you know, we continue to do work with Baylor Scott and White really up until maybe a year or so ago. And so I continue to have conversations with the executives and the frontline leaders. And I do remember a conversation where one of the executives said, yeah, we don't have a recruitment problem now. We're actually staffed quite well. When some of my other clients were like, we're drowning. We don't have enough staff, we have to bring in more travelers. And so obviously, there you go, right? It worked. Love that you're bringing that to Advocate, and you're making it better because shouldn't we always do that? We should always be making something and making it better.

Dr. Janice Walker:
If we can't tell you where we're measuring on any metric as a nurse leader, then shame on us. And and we couldn't tell you that related to the recruitment process. So Baylor Scott and White Agency had left the building. They were agency nurse free. I arrived in January here, and we were about 1240 agency nurses across my enterprise of about 20,000 in the southeast. And I dusted off that toolkit, and I gave it to some executive leaders, and I stepped away, and I said, make it yours. I'm here to coach you on what I think we need to do, but I want you to put the Advocate Southeast stamp on it. And it's even been better.

Dr. Renee Thompson:
Well, and just like anyone who has spent a lot of time in an organization who transfers to another organization. You want them to bring their ideas, and this is what worked for us. And understanding that the culture in every organization is different. You know where they're located. There are some other nuances, but how do you take it and say, how do we apply this? Because we know it worked. And then make it ours and make it better. And, you know, I was when I was thinking about our conversation, knowing how much time you spent at Baylor Scott and White and how you were so still connected to your front line. Janice, you were everywhere. You were all watching you walk down the hall in the hospital. You were like Janice. Janice, you know. You were absolutely. They knew who you were, and you were connected. Well, now, you had been there for how? How long were you at Baylor Scott and White?

Dr. Janice Walker:
Nearly 14 years.

Dr. Renee Thompson:
Exactly. So now you're an Advocate. So, I want to ask you kind of a two-part question. How do you make sure you stay relevant with the front line? How do you stay connected? Because what I really want to then talk about is this concept of, you know, everybody's been talking about how do you create psychological safety because that is a primary retention piece. Because if people don't feel psychologically safe, they will leave. So, how do you stay relevant? How do you stay connected to your front line? And how, then, do you does that wrap under that umbrella of psychological safety? That's a lot.

Dr. Janice Walker:
So let me talk about relevance first and talk about if you ever find yourself in a career where you leave a state that you knew, like the back of your hand, at least the DFW metroplex, I knew it like the back of my hand. And now you're sitting in Charlotte, North Carolina, and you have 40 hospitals, Renee, sprinkled in North Carolina, Georgia, Alabama. And you know nothing about those states. I couldn't tell you where Charlotte was from Winston-Salem, where it was from Macon, Georgia. I couldn't tell you. So one of the first things I did is I told all my CNOs, you have to give me some time. You're going to have to give me some space and time. And I can't lead you if I don't know you. So, I rounded in 40 hospitals in 10 weeks. And I did that to myself intentionally. Who is who? Where are they geographically? What are their best traits and their most challenging traits? And how can we all lean in together? So once I made my worldwide tour in ten weeks, then I started bringing all the chief nurses together to solve problems. We meet weekly, and we still do that today. A weekly huddle to understand who they are, where they're at. Geographically, they typically had the same exact challenges, just in a different state or campus. How we meet in the middle, whether we're dealing with different state regulations or specific state Board of Nursing regulations, and just how do we build that camaraderie and that safe zone to let our hair down? As clinical transformational leaders and talk the truth. So that number one is the psychological safety that the chief nurses have amongst themselves.

Dr. Renee Thompson:
Wow. That's huge. There's psychological safety in your organization if you don't have it with your leaders.

Dr. Janice Walker:
Right. It's not a competition between them related to their metrics. We're all in this together. So that was number one was to get get the executive leaders feeling like we are one Advocate Health nursing.

Dr. Renee Thompson:
I want to repeat something that you said, that I wrote it down. It resonated with me, and I don't even think you realized how powerful this is, but you said, I can't lead you if I don't know you.

Dr. Janice Walker:
That's right. Can't do it.

Dr. Renee Thompson:
Oh my gosh. Think about that. I cannot lead you if I don't know who you are. It doesn't matter if you're a systems chief or a chief nurse exec, a director, a manager, the people you're leading. You can't lead them unless you know them. I think that's brilliant. I love it.

Dr. Janice Walker:
You know, whether you're the charge nurse, the nurse manager, the health supe, the CNO, you can't lead them if you don't know them. You know, you gotta meet them right now.

Dr. Renee Thompson:
I just think that that's super powerful. So I, like I said.

Dr. Janice Walker:
So let me give you another example. Outside of the executive leadership, one of the things that is different at Advocate Health that I did not necessarily have at Baylor is a professional governance structure. The new catchphrase for shared governance, professional governance structure that is at the entities as well as at the region, okay? So, at the region level and then at the enterprise level, I am in front of all types of leaders, bedside nurses. And we do professional governance leadership Council tracks together. So I'm in front of representations from all 40 hospitals on a every couple of month rotation. Great. Another best practice I must share that I had never seen. You know, you got to get out and about and look around you do is a toddling that Advocate health uses called the president of nursing. We call them PONS, P O N S, and the presidents of nursing are elected seats that have a powerful position in the professional governance world. They are part-time presidents of nursing, and they are part-time patient-facing staff, and they together make up the FTE. They're elected every two years. The presidents of nursing are the conduit of communication by the chief nurses to their bedside, as well as to me as a regional leader, I have a southeast president of nursing, and she and I meet together as well as in lots of councils. And she said something to me not too long ago as we were talking about staffing and different, it was really around ratios and staffing. And she said to me, her name is Katie, Janice, how do we how do we create a forum where bedside staff are not so intimidated to go speak to their chief nurses about staffing? She said, me even talking to you as the Southeast President of nursing about staffing. I'm nervous.

Dr. Renee Thompson:
See, I told you we can do this.

Dr. Janice Walker:
So, if I'm nervous, I know these 40 leaders are nervous across our entities. So we're creating some staffing effectiveness safe zones to talk about that, in the state of Texas, that is regulated, that you have a staffing effectiveness committee, but in, not all states have that regulation. So, how do we create a safe zone just to talk about maybe staffing because that's one of the most what's the word I'm looking for volatile situations to talk about? And how do we meet in the middle with vacancies as well as budgetary guidelines? You must hit. How do we learn together in a psychologically safe zone about staffing? Because the bedside nurse may not realize what adjusted hours per patient day really mean, and we may be very, very forceful with candidate-centric work getting them to the right budgetary ratio. And they may not realize it. So see, there's a give and take. So, that was just an example of psychological safety. She said, I'm even nervous talking to you about it.

Dr. Renee Thompson:
Sure. And I think it's recognizing that. And it's more than just reassuring them. It's including them. It's seeing them as you're.

Dr. Janice Walker:
Showing them as alertness, right?

Dr. Renee Thompson:
Yes. And you know, you also do something that's really great. You know, you mentioned this about your people, your front line are the best recruiters. And when they know that this is a priority for you and you're out there recruiting, and you've got this timeline, and you've got metrics, and you're doing your due diligence, they can stop spending time and energy thinking that their managers aren't doing anything about it, because now you know, they're confident. But then, I don't know. Tell me your thoughts on this. If I'm short, if I'm working at the bedside and we're short-staffed and I don't think my manager is doing enough, well, I'm going to be a little bit more stressed. I might not be as respectful to my co-workers. I might lash out, and I'm spending time and energy on this instead of, you know, time and energy, caring for my patients and being a better team member. If I know that my manager is out there doing their job and actually keeping us updated, and we know, then that takes some stress off of me. I can actually then not spend that energy on that. I can spend it on my patients and on my team. And I think overall it helps to create. And I'm just going to use the words because I do all the time a healthier work environment where people can then say, okay, I know my organization and my boss is doing their very best. What can I do to help? And how do I make sure that when we get people in the door, that it's such a welcoming, respectful environment that they will stay? Because, Janice, you and I both know you can get all these people in the door. But if you don't create a culture where people feel safe, that they feel they can do their best work with great people, they will leave you and then you're back to recruiting again.

Dr. Janice Walker:
And we're just burning through money because it's very expensive, and we're not making any headway. Another best practice I saw while rounding in 40 hospitals in ten weeks is many of my hospitals, not all of them yet, but we'll get there, have a Voice of Nursing Excellence board. It's called the VONE board, V O N E, voice of nursing excellence. Now, what you would expect to be on there are nurse-sensitive indicators, all of our quality metrics, and maybe our engagement of staff as well as patient engagement experience. But I also saw a board sitting right beside that, Renee, that says vacancy. So, put it out there. Here's the current vacancy on this unit. Here are how many FTEs we need. Here is who's coming when, and a little nugget about them. Now that if that visual is not powerful to make everyone on that unit realize we're being very transparent with where we are right now. And I don't want you to think that, I don't know, we have vacancies. Here's, here they are. I'm going to tell you exactly how exactly how many I have and this is what we're doing about it. So it's just front and center. The vacancy board, when I got off that elevator at one of the units and saw that vacancy board, I went, wow, this is a transformational unit.

Dr. Renee Thompson:
Absolutely. And it's really interesting. What's today? Well, we're recording this on a Thursday. So it's two days ago I did one of my monthly live culture calls. So any of our leaders that are in one of our programs, we do a monthly call. There's like 130 leaders that show up on these calls. And we talked about sharing data with your team, identifying the areas that you score low and then getting your team's input on what metrics you want to work on. And so we had that whole conversation, but what I said is incredibly important, like critically important, you have to make it visible. You have to post it somewhere. This was our score. This is the goal. This is what we're doing. Show them that you're making progress because that's what makes people happy. Is progress not really achieving a goal, but seeing progress towards a goal? And that's exactly what you're talking about, is you have to make it visible, especially with those things that people tend to complain about. Like you said, staffing. So there's no cloak and dagger here. There's no secrets. It's just here's what it is. This is what we're doing. This is where we are. I love it. Brilliant. So simple.

Dr. Janice Walker:
Let me tell you another brilliant thing. I went, wow. Now, seriously, this is how it goes. I'm on a unit. Meet the nurse manager. And I say to her, show me your unit. She said, this isn't my unit. This is their unit.

Dr. Renee Thompson:
Oh, wow.

Dr. Janice Walker:
And so she shows me her unit, and over by the VONE board and the vacancy board, she had every professional governance type of committee or every quality committee that falls committee, a hospital-acquired pressure ulcer committee, you know, different committees that any hospital would have. And she had the rep's name that represented that committee from that unit's name on the board. So if you had a vacancy and you knew that we were not represented for the RRT team or whatever we might have needed, she said, I tell one of them, who's raising your hand, I can't run this unit alone. This is our unit. I mean, she blew me away. I had her give another forum where she shared that I'd, she just blew me away when I walked on the eve. And guess what? Minimal vacancies on that unit.

Dr. Renee Thompson:
Well, because she's making it clear you will be involved. And this was actually I learned this from a leader. It was at Baylor Scott and White when we were talking with the leaders, and they were sharing their frustrations that they can't get their people to engage in committees, councils, and nobody wants to get involved. And one of the leaders said, everybody in my department is involved in something, and they're like, how do you do that? She said, I make it an expectation when they start, hey, if you want to work here, guess what? You will be involved in something a committee, a council. If you don't have the capacity, it could be a small project, but getting involved is like part of the job requirement here. And if that's not okay with you, then this is not a good fit for you. And so she never had trouble getting people to, you know, get involved in different quality improvements or being on committees because you have to set that expectation right from the beginning.

Dr. Janice Walker:
It's part of our calling. You know, you're called to take care of patients and families for your 12-hour shift, but you're also called to elevate the profession. And you can't do that just by clocking in and clocking out. At times, you have to give a little bit more of yourself and your amazing experience to close the gaps.

Dr. Renee Thompson:
Yeah, well. And I remember when I was a new nurse, I had two young daughters. Janice, it was all I could do was to come and work my shift and go home. And I did find opportunities to get involved in very small projects, okay? But I knew when that season of my life obviously going to change as the girls grew up, that, oh, I wanted to be involved. And that was like a kid in a candy store. I was like, ooh, what do I want to do? And then I actually overcommitted after that because I wanted to get involved in so many different things. But I think you also have to recognize that, yeah, a lot of our nurses, they're there at different seasons of their lives. But can you give them something small, you know, just maybe one project that they can work on, you know, on their own time? But it's not a question of if. It's a question of what. It could be something like being chair of a committee or for working on a small project, but getting involved. It is part of our profession, and I think some leaders get frustrated that some of their nurses don't sort of see it that way.

Dr. Janice Walker:
Yeah, I think we have to teach leaders to that, to do what you just said, just to have that conversation with every single one of their nurses may not be right now may not be the right time. But I want you to know that there will come a time and a place in your career that you want to give a little more. It happened to every single one of us when we decided to go back to school, when we'd say, oh, there's no way I'm going to get my doctorate or master's, I'm done. And then here we go. Yep, a few years later, you got that itch. That's what happens with all things professional practice.

Dr. Renee Thompson:
Yes. And you're right. I can remember my academic journey. I mean, I started as an associate degree nurse, and I always knew that I wanted to go beyond that and get my bachelor's. Well, then, I had an opportunity to get my bachelor's and master's at Masters at the same time. So I got my master's but picked up my bachelor's along the way. That didn't happen, right? When I finished my associate program. Like it took years. And then the same thing when I decided to get my doctoral degree. That didn't happen overnight. That took years, but it's just kind of always knowing that you're on that path. It's just the timing, maybe a little longer for, you know, each one of us. But I think the bottom line is continuing your education isn't an option for you. What else is so that you can continue sort of improving our practice and the profession of nursing. And, you know, you've always been a big advocate of that. And the one thing I want to talk about before we wrap up, I know that you're big on celebrations, you know, recognizing people and celebrating them. How do you do that? Like, I know you do things on a daily basis to recognize and celebrate people. Can you give our audience a few ideas?

Dr. Janice Walker:
I trained myself many, many years ago. I had a strong mentor that taught me, you cannot lead from behind the desk. You have to go out and about, and you have to find points of drama before they become so massive that they come to your desk. So she also taught me you have to go out purposefully, and no matter how small it is, you have to find a celebration. So in leadership academies, I've been involved in, and when I transition from different positions, I teach that, and people observe how cognitive I am about at least every couple of days you must get on social media and you must tell something good. There's already the negative. So, what are we doing as professional nurses to celebrate the wins in the smallest of things? Because they mean something to our staff and to our leaders. So I mean our jobs as nurse execs, nurse leaders. Nurse educators, charge nurses, bedside nurses. These are tough jobs. They are. And if you don't find a reason to celebrate something, you will burn to a crisp. And so the world needs us too much to not focus on celebrations. And one of the verses, Renee, that I found during the pandemic that still serves me today is Esther 414. And it talks about being called for a purpose and for such a time as this. So think about that. I used that verse during the pandemic, but you use it even today. We are called as leaders, and we're very blessed that it's nursing leadership. But we are called for such a season as this; no matter how bad the day is, we are called. And no matter what a wonderful day we have, we are called. So spread that celebration to take care of the roughest days.

Dr. Renee Thompson:
That's so beautiful.

Dr. Janice Walker:
Well, we can't do this job if we don't have. We can't. Amazing celebrations sprinkled in.

Dr. Renee Thompson:
Yes, perfect. And celebrate each other. Something that we advocate with all of our clients when we're working with them, and we do this as a company, too, is that we start every meeting with a win, with a celebration, with a recognition, a shout-out, because studies actually show when you do that, it influences people to see the positive over like the next couple of hours. And you're right; there's so much negativity out there. Okay, it's so funny. I can't believe I'm admitting this. Well, no, this is a good thing to admit. I listen to podcasts all the time. Okay. And, of course, I have a podcast, but I am a voracious podcast listener, and I listen to Arnold Schwarzenegger's Pump Club. Okay. It's like eight-minute episodes and I'm really into, like, nutrition and fitness and all of that. More nutrition than fitness. But he always is talking about some of it is health and fitness. But then he talks about he'll do things to kind of help motivate people and establish habits. But he always says this: there is enough negativity out in the world right now. On social media, it is plagued with negativity. Be a positive, you know, like spot in the world right now. And he talks about that's his goal is to share positivity and to be positive. And I'll tell you what: I love listening to his podcast because I always feel better after I listen to it. And I think as nurses and nurse leaders, you want your people to feel better after you've spent time with them. And yeah, so thanks for that great reminder.

Dr. Janice Walker:
We start every unit meeting, every council, we have a connect purpose. This is what it's called CTP, the connect to purpose, and it's the power of storytelling. And we will pause until someone finds a connect to purpose story. Some of them will just, you'll have tears rolling down your cheeks when you listen to some of these connect to purpose. But it is so important at Advocate Health that it becomes part of every agenda of any kind of counseling. What is the connect to purpose story? Because if you don't tell it, you forget why we're here.

Dr. Renee Thompson:
Yeah. Because life gets in the way, and we're busy, and we've got all these challenges. But there are magical moments where, you know, throughout our days, we are making a difference. And I love the whole connect to purpose, but we need to make it as we were talking earlier. You need to make things visible. People need to hear this, and there's nothing better than storytelling. And we know, like even with the Daisy Foundation, the stories, because I'll read some of those stories and get emotional because and then I'm like, I want to go back to the bedside because I want to have that experience, too. They're just beautiful. And they reground you, and they remind you why you chose to be a nurse in the first place despite all of the challenges that we face. And so, Janice, okay, as we wrap up, if there's a leader listening right now who's like, I want to be like Janice, okay. I want to make sure I, you know, I get to know my people so I can lead them. I want to focus on, you know, retention and recruitment celebrations. Like, I don't know, what would you recommend for leaders, especially a leader who may be new to an organization? What would you recommend them do to start on that path to create that psychologically safe environment, especially with their leader colleagues?

Dr. Janice Walker:
Well, if their leader hasn't reached out to them to get to know them, then they need to carry the water there and say, I need to get to know my leader, okay? Because it's a give and take no matter what type of relationship it is, you got to have a relationship. And so I would say that's number one. And then once you get to know them, ask them what you can do for them to continue to grow. So I think what I'm describing is raise your hand. Just raise your hand and say I'm here to serve and improve the environment I'm working in. So, what can I help you with? And that leader, if they're really transformational, they will say, wow, first of all. And they will also share to the team member. Here's what I need you to do to help me. It's a give-and-take relationship. And at the same time, you're building future leaders. You're building a pipeline of strong successors. And so when you need your next manager or director or VP there in house, because you've had massive time on the job training to cultivate that relationship and just close that gap. I love to look at stats. How many of my promotions came internal versus external?

Dr. Renee Thompson:
Right. Wow. I think such wise words, and I love the whole raise your hand. And it's, if you're a leader, you've been in your organization for a long time. You're new to an organization, even if you're a frontline nurse listening to this right now. Oh my gosh, just raise your hand. And you're right, Janice. It is that that, you know, give and take. I will help you. Here's how you can help me. And so this has been really, really helpful. First, I just want to thank you for being here. And I know the work that you do is so important and that you're super busy. And so just really grateful that you protected some time for us to talk. If somebody wants to connect with you. Because I can imagine there's a lot of people listening and you're like, oh, I want to connect with Janice. But they might be nervous to do that. Okay. So let's, you know, reassure them. And what would be the best way?

Dr. Janice Walker:
So the best way to stay connected to me is LinkedIn. I mean that's where my celebrations come. That's where I elevate everything we're doing at Advocate Health. That's how I stay relevant. If I'll find an external post by another organization, I'll share it. So just send me a message to say, hey, listen, I heard you speak on Renee's podcast, I would love to network, because that's another thing that is very therapeutic, to keep us relevant and to keep us from burning out is to network across other organizations. And we're all in this together. It's usually the same problems, different state, different company, different cultures. So there's probably nothing we haven't seen that we can help each other. Once we extend the olive branch and say, you know, I need a colleague and a psychological safe zone. So watch me on LinkedIn, watch our celebrations, and share things. Share things, I love it. That's why I said I want to be on her podcast, because I just listened to my colleague Mo Chadwick as Ascension, give that one. And I said, you know, you learn things when you listen, so I think I have some things to share. So you can ask, Renee, if she's got room for me.

Dr. Renee Thompson:
Janice, thank you so much for being here. We will have a link to your LinkedIn profile in the show notes after this episode airs. And I wanted to again, just thank you because this was such an important conversation to have, and I've known you for a really long time. And now that you're in this new role, first of all, I'm super excited not only for you, but for the people who you're serving. And so thanks, Janice.

Dr. Janice Walker:
Thank you, Renee.

Dr. Renee Thompson:
And I want to thank all of you who are either watching right now or listening again. I know you have very busy lives, and just really grateful that you carved out some time to spend with us today. So, thanks, everyone. Take care.

Dr. Renee Thompson:
Thank you for listening to Coffee Break: Breaking the Cycle of Bullying in Healthcare – One Cup at a Time. If you found this podcast helpful, we invite you to click the Subscribe button and tune in every week. For more information about our show and how we work with healthcare organizations to cultivate and sustain a healthy work culture free from bullying and incivility, visit us at HealthyWorkforceInstitute.com. Until our next cup of coffee, be kind, take care, and stay connected.

Sonix is the world’s most advanced automated transcription, translation, and subtitling platform. Fast, accurate, and affordable.

Automatically convert your mp3 files to text (txt file), Microsoft Word (docx file), and SubRip Subtitle (srt file) in minutes.

Sonix has many features that you’d love including automated translation, automatic transcription software, generate automated summaries powered by AI, upload many different filetypes, and easily transcribe your Zoom meetings. Try Sonix for free today.