In recognition of National Hispanic Heritage Month, which was designed to acknowledge the contributions of Hispanic Americans to the history and culture of the United States, I was inspired to take some time to reflect upon heritage, as well as all the people who have worked hard and made sacrifices to give us the freedom and resources that we enjoy today. Recently, we celebrated one of my colleagues who is retiring after 40 years of service. It was overwhelming to see the outpour of love given to him, not only by his peers and team members, but from patients as well. As healthcare leaders we have the honor to inspire others to live the mission of our organization by improving the health of our patients and communities. It is our responsibility to contribute to our field and our profession. I have been very fortunate in my career because many people have invested in me and provided resources for me to be successful. Now, it is my turn to be one of the leaders creating a path forward for others to become allies, mentors and sponsors for the new generation of healthcare professionals.
Our actions today, especially during the COVID-19 pandemic, will define our legacy. Our generation is experiencing unprecedented issues by dealing with a novel virus, significant staff shortages and decreasing reimbursement. We must develop new and innovative ways to support our teams as they develop solutions for the problems we did not have before. These can be daunting and overwhelming; therefore, I seek solace in the wisdom received from my predecessors. I rely on the knowledge and commitment to serving others that is passed down by each generation of healthcare leaders. Their wisdom consists of three simple principles: strength, compassion and grace.
Strength is critical because we must raise to the challenges of an evolving field, and remain steadfast in our support of providers, nurses and associates. It is our job to remove the barriers that prevent them from finding success. Healthcare executives must be flexible enough to create relationships to foster alignment for the benefit of our patients. I was able to stay calm during the pandemic, until I saw, for the first-time, pressure ulcers on the faces of nurses caring for the COVID-19 infected patients. The signs of fatigue were evident at all levels of the organization, but I realized then I needed to be strong for them to bring stability and support to our workforce. Our acute care partners were saving patients’ lives and in rehabilitation, we were helping them get their lives back. I learned from Walter Ittenbach, FACHE(R), who was recently the vice president, operations, at The Rehabilitation Hospital—Lee Health in Fort Myers, Fla., that true leaders are not deterred by setbacks, they just redouble their efforts. Everyone has a part to play, and as leaders we must stay strong because our work is important.
Leadership is the privilege to serve organizations and others, and we must do that with compassion. I will never forget the lessons I learned from Dr. Scott Nygaard, COO, Lee Health, who taught me that when leaders connect with the heart, minds and souls of the people doing the work, our job is done. We must try to see the world from the perspective of our associates and support their ideas and aspirations. Creating a culture of compassion means we are intentional at building relationships with our patients, colleagues and providers. When we have empathy and seek to better understand our patients we can find solutions that can enhance their well-being.
The third and most important principle to me is to extend grace and gratitude. Dr. Carolyn Geis, who serves as service chief for stroke and brain injury rehabilitation at UF Health in Gainesville, Fla., taught me that every day, providers give up a little of themselves when caring for others. Healthcare is profession guided by a higher calling, and we must acknowledge the contributions of each associate. We should also acknowledge that while we are humans who make mistakes, we still must learn to extend grace to others and to ourselves. I know that many providers wanted to do more for COVID-19 infected patients, and I saw their despair from not being able to do more for their patients. Showing grace, encouraging each other and celebrating recovery have been essential parts of my approach to leadership. I still remember the first patient who recovered from COVID-19 who was admitted to our rehabilitation unit. The dedication of our director of nursing, medical director and the clinical team who volunteered to care for the patient was inspiring. Like other healthcare systems, we celebrated the day that this patient was discharged. We were extremely grateful for the opportunity to help this family, and for the honor of working with a stellar group of professionals who, despite any fear or hesitation they may have had, still provided exceptional care.
I treasure the lessons learned from my colleagues, the heritage received from them and their wisdom. I hope I can instill those values in a new generation of leaders and extend the legacy of those who invested time advocating for our profession and for our patients.
Astrid Gonzalez Parrilla, OTD, FACHE, is senior vice president of operations, Good Shepherd Rehabilitation Network, Allentown, Pa.