I think it's clear to see that burnout in some way, shape, or form affects all of us. So when we think about burnout, if it's not affecting you, it's probably affecting a colleague, your organization, and it's certainly affecting your patients. So in leadership, we definitely see it's also impacting the bottom line. So pre-pandemic, we had a burnout rate amongst healthcare workers of probably 30 to 50% million dollars annually when we lose in FTE. And in recruiting costs for radiologists, we're losing about a million dollars for marketing as well as recruitment efforts. So it has a big financial impact in addition to everyday impact with our colleagues. So why am I here? Well, my mission is to have an open discussion about burnout, to talk about how it's impacting our profession, and really share some solutions that we can take back to our organizations. I really want to help foster that feeling of connection amongst our patients and each other, our colleagues. I really want to feel connected to the work that we're doing, and at the end of the day, I want to feel like we truly feel good about doing something that matters, right? That somehow, just by walking through the doors, that we're actually making somebody's day a little bit brighter. So it's really that feeling that led you to healthcare, right, in the first place. So let's talk about how to get there. We're going to go over the whys. So we're going to look at the trends. What's contributing to this increase that we're experiencing in burnout? We're going to talk about the impact. How is it showing up for you? I'm going to ask some interactivity at this in a couple of slides in regards to talking about impact. Then I want to take a look at some solutions and really review some practical ways of how we can restore that sense of enthusiasm, that sense of that connection, and that feeling of service to return to what we do for work every day. So let's take a look at the trends. Let's start with patients. Two things I'd say about patients is volumes and attitudes, both are increasing a lot, right? So we know that we are seeing more patients than ever. As imaging services grows, we're seeing a big increase, obviously, in volume of patients, and then we're seeing patients who are frustrated, right? They're frustrated with the healthcare system, with it being bogged down. It's taking them longer to get access to healthcare, and they're taking those frustrations out on imaging professionals. So how is this showing up for us? Well, we're taking on more patients, which is physically taxing, and now we're taking on kind of this emotional baggage that patients are bringing in because they're frustrated with the system. They take it out on the professionals that serve them. Time. We have longer shifts, and we have shorter exam times. So how's that showing up for us? This is impacting our ability to deliver really quality and compassionate care to our patients, right? We have shorter time to spend with our patients, and after a 12-hour shift, we're feeling crispy, right? So it's harder for us to be able to have that genuine connection with our patients. And by the way, if you're rushed, you're definitely going to have some errors, significant errors, because again, at the end of a 12-hour shift, who did I ask about renal function? Who did I ask about an iodinated allergy? There's just a lot to cover with patients, and when we're feeling rushed, it's easy to overlook those essential components, which affect patient diagnosis and their outcomes. Unequal workload. Well, obviously, we're seeing a staffing shortage, and what does this mean? It means that we're taking on more individually, and it's not so much of a shared workload. Well, what impact does that have on us? It can lead to a toxic work environment, right? Because it's decreased our ability to work as a team. So suddenly, those folks that would step up and stay a half hour late, right, because it was really busy, or pick up a shift, they're just physically and emotionally exhausted. So they're setting boundaries. They're saying, yeah, I'm not going to take on these extra shifts. And then it can start to impact the department, because we're not showing up for each other in the same way. For the one-size-fits-all model, I think often we can overlook the fact that imaging is its own culture within the healthcare profession. So what happens sometimes is we utilize the staffing model or scheduling model that could be applicable to nursing or other healthcare professions, and we apply it to imaging. And it's not always translatable in the same way. So when we look even at the subcultures with imaging, MRI, CT, X-ray, a 12-hour or a 15-hour shift in MRI feels way different than what it feels like in CT. A 12-hour shift feels very much different in general X-ray than it does in CT. So we all have these unique needs within our culture of imaging. So how is this affecting the mindset of the employees? It kind of all adds up to have people question their work-life balance. And unfortunately, if we're not having a conversation about burnout, people are looking elsewhere for a better work-life balance. And again, if we're not having conversations within our own organization, the first time that you're hearing about it is when somebody is handing in their resignation, and they're going across town to an organization where they're getting a big fat sign-on bonus, right? And they're working three days a week, earning the same that they did for you at five days a week. Or, I don't know how many folks have been impacted by travel techs, right? Or they're leaving to go to work for travel agencies. So that's why I'm really encouraging us to have a proactive approach and a really honest discussion about burnout. So let's talk a little bit about the impact, or the warning signs, of professional burnout. You know, earlier I talked about how the fact that we're our own subculture within imaging and stress shows up for us differently. So we interact with physicians, we interact with nurses, we're all over in the hospital. So we're in the ER, we're in the OR, we're in ICU. We interact with environmental services, patients, and their families. We go in on trauma situations. We inject contrast agents, which could cause a patient reaction. And we have physical stressors, including positioning patients, moving equipment, and working with, you know, ionizing radiation, or a really powerful magnet. So it's not surprising that we're tired. So we see fatigue. Is it taking longer to do simple tasks? Are you feeling emotionally and physically exhausted? We've heard that term compassion fatigue. Do you just have a shorter fuse with your patients, right? We also see avoidance. Well, what does this look like? Has anyone heard of the term silently quitting? Show of hands. Yeah. I just learned about this term a few months ago in my research. And it's really just speaking to the fact that people are showing up, but they're just doing the bare minimum. They're never going to go above and beyond. They're just clocking in and clocking out, which affects the team dynamic. So avoidance. I would also say, in addition to this, people are backing off of, I would say, you know, pursuing things professionally, right? So again, they're just doing the work that's necessary. They're not involved in leadership opportunities. They're not involved in ways, again, to go above and beyond to maybe serve the organization or their colleagues in addition to patients. Apathetic. This is a tough one. This is where you really start to feel like, what's the point, right? So you're asking yourself, you know, why am I even doing the work that I'm doing? Don't get me wrong. We all have days where we want to hang out in our pajamas and drink our coffee and maybe, you know, stay at home. But when that feeling persists and you really feel like you're asking yourself, you know, what's the point? Why am I doing anything that's making a difference? Does what I'm doing even matter? That's when you start to feel that apathetic emotion. I'd also like to point out that this isn't, we're not talking about just techs that have been in this industry for decades. We're seeing this also in new grads, people that have been working in the field for two or three years. And that's a real problem when we think about retaining people, you know, for decades at a time. All that to say, it's not just people that are seasoned in the field, okay? And then last but not least is disruption. So what does this lead to? It's kind of our changes in our daily rituals and our routines. Maybe this is showing up in all those things that we're familiar with, like our diet or our sleep pattern. I would say, you know, as we're trying to support one another, watching signs of burnout in each other, holding each other accountable, and obviously to ourselves, doing some self check-ins to see if we're starting to experience any of these things. If we look at all of these things, they lead to this feeling of depersonalization and a feeling of cynicism towards our work, which impacts all of us. So what I want to do right now is find out how burnout is affecting you. So I'm going to ask us to get into partners of two people, could be somebody in front of you, could be somebody behind you, could be somebody to the side. And I want you to get in groups starting now, and then I'll share some instructions. So find a partner. I know, it's early, we're going to get it going. Find a partner. Groups of two, three is okay, three's okay. So what I want you to do is we're going to spend the next couple minutes, I want you to answer these questions or share, how is burnout showing up for you, your staff, and your patients? Okay, I'm going to give you a couple minutes. I'm going to keep us on track, I'm going to watch for time. I want the shortest person in, or not the shortest person, the person with the shortest hair in your partner groups to go ahead and start sharing now. So go ahead and start sharing now. I know that all of you are really brave, and I love the chatter, and there's just so much to talk about with burnout, but I would like to hear from you, how is it showing up? Anybody that's brave enough just to share what you learned from one another, that would be great. Any volunteers? Okay. Oh, I love it. Thank you. Go for it. I feel like you're emoting very well. I mean, basically, what I was speaking to my friend about was the cyclical problem. So you see staff that's basically burnt out, they go all sick, and then the people remaining pick up that workload, and then they get to the point where burnout people pain sickly starts to end, they come back, and you've just got this constant spiral of never actually being able to start, because you're basically staying there. So that's my experience. Yeah. Thank you. Thank you. Anyone else willing to share? So staffing shortages, right? Go ahead. Something that I learned is one of the challenges is when you don't have staff, you have to close clinics, and that impacts patients, and patients don't have access, so they have to wait longer to go to get help, and that's huge. Yeah. Quick show of hands, who here has had to actually close clinics because of staffing shortages? Raise them nice and high so we can all see. Yeah. I'm hearing about this more and more, you know, with outpatient imaging facilities or certain sections, and then, yeah, that's absolutely a barrier to patients being seen. I had an interesting experience in urgent care that was in a shared office facility that was sharing with like an internist, and I kept hearing a physician came out and told a spouse that, your wife really needs to have this MRI done. If I order it, it's going to take five or seven days to get, so I want you to go to the emergency room so they'll order it and perform it. And it was like, ding, ding, ding, ding, all of these bright lights went off. I'm like, that's because the ER is getting bogged down, because they are sending people to get things ordered, stat, and done emergently. And, yeah, it was just a real eye-opener to kind of be on that side of things. So, anyone else interested in sharing before we, I'm going to ask more volunteers, so just get ready for it. Love it. Okay. I think we're also seeing a lot of our newer techs and younger techs have different expectations of how they want their work-life balance to look like. Oh, wee. We, as older folks, myself and the older folk, we've worked hard and we want to work hard, and I'm not saying they don't want to work hard, but they just have a different expectation of how they've grown up, and so that makes that burnout real for them, not so much for us old folks, because we don't understand it as much. Yeah, thanks so much for sharing. We're having a lot of discussions about that, because I share that with you. When I graduated, you took like three or four per diem jobs, and you were just hoping that something full-time came open, and you never turned down work. And now they can really shop around. Even as students, they're shopping for facilities that feel like it's a good culture for what they're looking for. And I think it's really interesting that we're going to have to adapt to that, because it is a different mindset, something that I wasn't familiar with. It was, again, we were grateful to have full-time employment, and I think that that is a goal of theirs. They would rather not advance so much, but just do what they need to, work three days a week to achieve more of a work-life balance for what speaks to them, which I think is really interesting. Yeah, good. Okay, I'm going to ask another question here. What are your organizations doing about it? Are you talking about this with your teams? How are organizations discussing this, or what are their plans for addressing this issue? Are you offering retention bonuses? Let's start there. Can you elaborate on that, retention bonuses? Yeah, they're actually retention bonuses. So, we're under the VA health care system, and we do retention bonuses. Okay, is that on an annual basis? Yes, pay them monthly. Oh, okay. So, we get it all the time. So, it's not a lump sum. It comes after paycheck. And do they re-up? Like, every year, they sign a two- By default, they have to be looked at every year. Mm-hmm. Okay. And do they make a year commitment at a time, or is it, like, a commitment for two years? What does that look like? I think that's probably dependent where you're at. And it's really how long you have to keep it. It's a, you know, obviously, you sign a paperwork that says they can take it away, but they're not. Good, good. Okay, thanks for sharing. Appreciate that. Yes, we found that by offering it for one year, you would pay them after one year. So, we started off with two years. So, please keep them in the system for two years. Great. That's good feedback. Because what I'm hearing from a lot of organizations is they'll give sign-on bonuses, and an employee will work there for three months, and then they'll go to another place across town that has a bigger sign-on bonus, and they just cut their losses, and they're still two or three grand ahead, which is really interesting. Did you want to share something? I was going to ask, does money really cure burnout? I love that we're going straight into questions. I think when you're looking for a work-life balance and that real sense of what we're going to talk about in a little bit, like does my work matter, I don't know that the money, again, this is probably somebody's personal perspective, but long term, I'm not sure that that's necessarily the solution. I think it's probably one of the pieces, right, in a kind of a broader approach. Good question. One of the other incentives that we offer is we do loan redeeming. So if you get those new grads coming up, will they stay with you for five years if they have their student loans? Yes. Also, if they want to continue education, we have scholarship programs. Excellent. I think another thing that's been helpful is promoting people from within and training them in advanced modalities when you're recruiting new grads. I'm seeing that a lot. Are you going to invest in them? Are you going to cross-train? Historically, departments, the advanced modalities, I'll use CT as an example, have not been very friendly to training students because we're trying to serve patients. We have a lot, and I don't want to take on this new-born baby grad and try and teach them, right? I'm trying to keep my head above water. So that's a good point as well. What else? So you give them the advanced modality training. They increase their earning potential, and then they take off. So are you talking about ways to retain these folks? Yeah, the cost of living definitely impacts that. Anybody else? Any creative kind of ways that organizations are looking at addressing this? What about besides money? Silence. Okay, good. Good. Well, I'm glad we're talking about it then. We'll give you some nuggets to take back with everybody. Okay. I love this slide. It's like my favorite. Has anyone heard of this term languishing? Okay. So languishing, I came across in my research when I found Adam Grant. Is anyone familiar with Adam Grant? Okay. He's an organizational psychologist that studies the behaviors of companies, and he looks at all companies, which I think was really interesting to take some aspects from places outside of healthcare and to see what's working. So he utilizes this term or describes this term as languishing, which is kind of this void between depression and flourishing. It's this sense of feeling joyless or aimless. It's this feeling of stagnation or emptiness. It's that feeling that we talked about earlier. You're working so hard. You're busy all the time, but you never feel that sense of accomplishment. It's just kind of keeping your head above water or spinning your wheels, but not actually feeling like you're moving in a forward direction. I love that he uses the term meh to describe it. So what I mean by this is if you're like, hey, Jen, how's your day going? And I'm like, meh. You know, it's not the worst day of my life. It's not the best day of my life. It's just kind of I'm just floundering a bit. Does that make sense? So I really love this term because I felt like it described a lot of what my colleagues have been feeling. Let's contrast that with flourishing. So flourishing is that peak of well-being, that strong sense of meaning that you have a mastery in your skill set. You know, we've all had those days in the department where it's raining cats and dogs, but we're clicking away. We're taking care of our patients. We're showing up for one another, and it's busy. But we feel like we're actually helping, right? That we feel like we're contributing. And really, that term, that sense of mattering, is what's making us feel like we're flourishing because we feel like we're contributing in a bigger way. So at the end of the day, we're actually helping patients to get a diagnosis and a treatment plan, which is a really powerful tool. So let's talk a little bit about how to get there. So these are some solutions. We've got building and breaks, self check-ins, exercise, daily routine or ritual, hobbies, and boundaries. This probably isn't breaking news. I'm sure you've seen all of these. I feel like I could do a whole presentation about solutions. So these are all things that we know that work. So the big question is, why aren't we doing these, right? And I would say that these are things, again, that we can be personally responsible for. But do we have a culture that allows people to prioritize these things? Or let's say not even prioritize these things, but incentivize them. Remember going back to more than just money? Are we creating a culture that sets the standards for prioritizing people to feel or to take time for these different solutions, I should say? I want to take, just consider building breaks, for example. Is it the norm for your techs to actually leave the department to eat? Or are you getting a couple bites in between patients? Asking for a friend. If we're setting that standard, that we actually, we just, it's part of the normal culture for us to have techs actually leave and separate themselves from the department and nourish themselves through food. Or just recharge and reset their day for the rest of the afternoon. It's a small change that often gets overlooked because it helps us to reset our energy for the day. So that's not even necessarily something that we have to rely on administration or leadership to do. We can start cultivating that in our culture as a department, right? Exercise, another example. Are you doing things to incentivize exercise? Do you have a wellness program? Are you offering reimbursement for gym memberships? Are you having things like wellness challenges that brings a sense of community to these solutions that actually help to make people feel better? So I think really reminding ourselves that culture is the environment and leadership is in charge of helping to shape that culture. So let's take a look at how we can work on changing the culture. Extended teams. Utilizing extended teams. And I'll start with reception and scheduling because these are two powerful tools in our whole experience in imaging. So reception and scheduling. There's been a lot of research to show dedicated schedulers is really important. And I'll use MRI for an example. If you're training your scheduling staff to be specific to that modality, then they're able to field questions on their own. They're able to go over the patient safety questionnaires. They're able to even at some level get a determination, does the signs and symptoms maybe match this exam that's been ordered? At least long enough to get them scheduled. Who does it impact? It impacts the patient and the technologist. Because whoever has called to schedule an appointment has been put on hold and transferred to three or four different people. It just makes you crabby, right? It makes you crispy. So this is an opportunity for one person to take care of a patient start to finish. Not only that, they feel empowered, the schedulers themselves. They feel knowledgeable. They feel again like what they're doing matters and part of a larger team. I think in addition to that, if they're able to field those questions on their own, it's not interrupting technologist's workflow. So they can serve the patient and they can focus and take care of what they need to without being interrupted by scheduling. Scheduling and reception are the first point of contact for the patient experience with our organization. So if they have a good experience with scheduling, then they're gonna bring that into reception. And reception, man, can they really help set the tone for how the patient interaction is gonna go with the technologist. When you have a really great receptionist that is friendly and knowledgeable, it really helps the patient feel safe. It reflects competence on your organization. So when we're thinking about reception, just encouraging them or making them feel appreciated that their job is as equally as important as the technologist's job or anyone else within the organization. I think scheduling and reception can often get overlooked for their importance and they should feel like they're essential, an essential part of the team. Because I tell you what, when I've had some tough receptionists, it really makes a big change as far as what the patient brings to me because they're bringing that energy into the exam. For radiologists, we've just seen a real, I guess the term may be disillusion of our relationship between radiologists and technologists. And I think this has happened for a couple of different reasons. All of us are busier than ever. So it's no fault of any one person versus the other. Our workloads are just really heavy and we just don't have the same time that we used to in terms of fostering a collaborative relationship with each other. Physically, we're not in the same proximity like we used to be. When we had films, maybe they were even hanging out in the department with us. Now they're off in a reading room and in sometimes telehealth. And what this has done is it's created just a lack of that connection and collaboration because they're an essential tool for us. They're another resource for us. So where we see this in real life day to day is if a technologist has a question about an exam and they don't have a good relationship with the radiologist, they might kind of make assumptions about what they need to do next. Let's take a PE for an example. Maybe I didn't have a great PEs on the fence, sure would love to be able to collaborate and check in with my radiologist and say, do I need to scan again? What's this looking like? And we've just, I think that we need to make time for one another again so that we can create that collaborative relationship and really learn from one another. And then I think the same is true for professional colleagues and supervisors. So again, just recognizing what can we do to foster those really important relationships. So are you going above and beyond or maybe outside of your job description? I didn't say scope of practice, I said job description, everybody. To actually show up for one another and help them in a way that maybe isn't something that you have to do, but it's building that idea of reciprocity, right? Showing up for other colleagues. Advocacy is a really important factor as well. So what do I mean by this? Well, as leaders, we're not just telling the story of technologists, but are we creating some real practicals, our policies and procedures to support our technologists? There is a really big link, and raise your hand if you feel me on this, in job satisfaction, if organizations support technologists with patients that are verbally abusive or physically abusive. So we're seeing a big increase. Again, that frustration is coming to us. But if organizations step up to support technologists or imaging professionals in general and let patients know that that behavior's not tolerated, there is a direct link to job satisfaction. Again, another example of something that's not related to money. Is there clear guidelines? Some places have gone to posting things within their actual waiting rooms about acceptable behavior because, again, it's not just physically abusive, but it's verbally abusive as well. What are you doing in terms of reprieve? Meaning if one of your imaging professional has a time of crisis, how are you showing up for them? So if you're short staff and people are taking extra shifts, how is that reciprocated? If they're in time of need, if they have something that comes up. That's another important indicator in job satisfaction. And this is really great too, leading with kindness. So the Mayo Clinic actually assesses their leaders on these five factors related to kindness. So they survey all 73,000 of their staff and they get input on these five things that are listed here. So we'll start with include. So include is the idea that you're gonna treat everyone with respect. You're gonna nurture a culture where they feel welcome and even the Mayo Clinic says psychologically safe. So physically and psychologically safe. Inform, are you being transparent with your team? Are you sharing what's happening with them? Because that helps to create kind of this collaborative environment. Are you inquiring? Are you consistently soliciting input from your team from your staff? Are you having, again, open conversations, open exchanges? Are you developing? Meaning, are you nurturing and supporting their professional development? We talked earlier, a great way to do that is through modality training, but also are you investing in them and leaders? Are you encouraging them to be advocates? Not just for what they're doing in their department, but maybe as a profession as a whole. Quick show of hands here, I just wanna check in. Who has professional development funds that are active in their organization? Okay, good. So we're starting to see a return of that. And that, again, as they're shopping around for a work-life balance, they are looking at incentives like professional development as well. And then last but not least is recognizing. So express appreciation and gratitude to employees in an authentic way. There's been a lot of discussion that pizza doesn't fix burnout. And I would agree, but it also doesn't hurt as a fan of pizza. I would say don't overlook those small acts of kindness, buying your staff lunch, treating them to just extra things, recognizing them on tech week. It's amazing to me how there's a big variance from organization to organization as far as how they show up for their techs during tech week. That is an essential moment to make your imaging professions feel valued. Even, I know in Oregon, we do a governor proclamation. So we write to the governor and ask them to create a proclamation. And even that certificate, posting it in the department, again, makes people feel like they're doing something that matters, right? And that's kind of the core of what we've been talking about. So what I wanna say about pizza is don't hold back on pizza. Just make sure that this is kind of like the icing on the cake to these foundational components. They're gonna help restore that sense of enthusiasm, that sense of flourishing. Questions about that? Okay. Emotional support. Are we having open discussions about burnout? I can guarantee if you're not talking about it, it doesn't mean people aren't feeling burnout or they're not talking about it, right? So fostering open discussions. Even leaders need to be vulnerable and share their concerns instead of kind of this toxic positivity, right? That everything's gonna be just fine. Everything's gonna be fine. Send out anonymous mental health check-in surveys annually. Check and see kind of how people are doing because if it's anonymous, then you're more likely to get a true sense of what people are experiencing because they don't feel the pressure of saying it to your face, right? Anonymous is great. Training managers to recognize the signs of stress. Remember the impact slide that we took a look at? Again, investing in your leadership staff to kind of help get a sense or the pulse of what's happening in your department. And then it's a great idea to provide curated content. So what are articles that are talking about burnout or specific to imaging professionals? Do you offer free mental health podcasts? Things like Headspace or 10% Happier? Are you providing some additional resources in the field of emotional support? Above and beyond what your company might offer for like an EAP, right? Okay. And then always remembering that people drive profit. You have to make time for what matters and remembering that productivity isn't everything because if that's our sole focus, it's gonna deprive patients and the care teams of what matters most. And that is a trusting and collaborative relationship amongst imaging professionals and patients. So again, placing that primary value on productivity, it can be short-sighted, it disempowers patients, and it starts to deprive technologists in the joy of their work because they're rushed, right? So acts of connection and kindness can change how they show up for the patients and how they contribute to your organization. So okay, what do we do now? Well, we talked about some really great solutions. You shared some really great things. But I wanna talk about how we can actually take this back to our organization and really create change. And I think an important thing for you to hear is that values drive behavior and behavior drives results. I'm gonna take a quick sip and I want you to shout out, who's on this slide? George Strait. Pure country. That's a great one. So the reason why I have George Strait on this slide is let me ask you this, who's heard of this term, don't mess with Texas? Show of hands, yeah, big hands, because it's Texas, love it, okay. So I wanted to share this story because I think it was just a great illustration of how tapping into people's values to create change is really powerful. So in the late 1980s, the Department of Transportation in Texas was spending $20 million annually on trash pickup, on litter. And that number was increasing by 17% each year. So think about $20 million in the 80s was pretty significant, right? So they were recognizing how much money that they were spending and so they decided to create a campaign using marketing to find out how to address the problem. So during their target research, or their target market research, they found out that males ages 16 to 24 who liked country music and sports, again, remember it's the 80s, so it's not social media or video games, country music and sports, were kind of the biggest offenders of trash or littering, right? So they also discovered that they're a little anti-authority. Not a surprise with that age group, right? So what they did was they recognized that they couldn't just tell this group stop littering, that fines weren't gonna help solve this problem, so they created a campaign using country music stars like George Strait, like Willie Nelson, and they used sports figures like Nolan Ryan who were all fellow Texans to actually take pride in their state. So this is where the campaign Don't Mess With Texas came from. It was a marketing campaign that appealed to personal pride through messaging which appealed to the interest or the values of people. And it really works. Within the first year, litter was reduced by 29%. The next year, it was down 54%. And within four years, it was down 72%. You can ooze an oz, I'll take it, mm-hmm, mm-hmm. So what I want you to do is imagine if within four years, you go home next week and you take some of these solutions back to your department, what if you could reduce burnout by 72% in four years? I mean, really think about that. 72% is a pretty significant amount. So don't forget or overlook that values drive behavior and behaviors drive results, okay? So what's next from here? Well, what I want you to do is I'm gonna put out a call to action and I'm gonna be bold. I'm gonna ask you to take one of these things, maybe all five of these things back to your departments. It could be, again, extended teams, advocacy, kindness, support, and people. So how are we using those extended teams? How are we advocating for one another? Are we leading with kindness? How are we offering emotional support? And are we actually making people a priority? So I wanna continue this discussion. Again, I want you to take some of these home just as like little souvenirs from the conference and actually plant them as seeds in your department and watch them grow and see what works and what doesn't. So I'd love to stay connected. This is my contact information. You can use my little QR code to find me on LinkedIn because I want to learn from one another. Again, find out what's working for you, what's not, and be available for more solutions as well.

burnout

healthcare professionals

staffing shortages

employee well-being

retention strategies

workplace culture

patient care