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FIVE SIGNALS THAT SHAPE HEALTHCARE CULTURE: A Therapist-Informed Guide to Trust, Accountability, and Retention - Couverture souple

Miller, Tyson

 
9798191465661: FIVE SIGNALS THAT SHAPE HEALTHCARE CULTURE: A Therapist-Informed Guide to Trust, Accountability, and Retention

Synopsis

Healthcare culture is not the mission statement on the wall. It is what employees learn to expect from what leaders communicate, reward, confront, tolerate, and repair.

In healthcare, leaders are asked to protect quality, manage staffing pressure, respond to serious events, keep up with regulations, and support people who are already carrying a great deal. When communication breaks down or difficult behavior goes unaddressed, employees create their own explanations. Trust erodes, strong employees carry more than their share, and good people quietly begin looking for somewhere else to work.

Five Signals That Shape Healthcare Culture offers a practical, therapist-informed approach to leading through those realities. Healthcare executive and licensed clinical social worker Tyson Miller draws on experiences from former hospital, residential, outpatient, and clinical leadership roles to show how culture is shaped in ordinary moments, not only during major initiatives.

Readers will learn how to:

  • Communicate until the message actually reaches people
  • Recognize work that is easy to overlook
  • Address behavior before avoidance strengthens it
  • Understand what repeated tolerance teaches the team
  • Repair trust after missed follow-through, mixed messages, or leadership mistakes
  • Balance empathy with clear expectations and measurable accountability

The book also introduces practical tools, including the Five Signals of Culture, the Four-B Performance Conversation, and Risk, Reach, Right Person, along with a field guide leaders can use in rounding, supervision, onboarding, performance conversations, and team follow-up.

This book is for hospital and behavioral health executives, administrators, directors, clinical supervisors, nurse leaders, and new managers who want a healthier culture without confusing compassion with avoidance or accountability with shame.

Culture is always sending a message. The question is whether leaders are paying attention to what employees are receiving.

Les informations fournies dans la section « Synopsis » peuvent faire référence à une autre édition de ce titre.