Fundamental Human Experience: Trust

Various distinct attributes and behaviors seem to maximize the opportunity for successful change in healthcare organizations. However, the theme of these attributes always brings me back to one word, trust. Recognizing trust as a fundamental part of the human experience, we need to acknowledge its role in our practice as healthcare leaders.

Years of strategic or operational leadership may guide us in maximizing the value of people, resources, and services, but change competencies and trust behaviors require a fresh evaluation. Transformational leaders recognize that reassessing and recalibrating trust behaviors are essential for continued success.

Highly effective behaviors support change and enhance the capacity to influence teams, culture, and outcomes:

*Well-being & resilience

*Presence & posture

*Engagement & culture

*Creativity & inspiration

Leadership behaviors are typically calculated and deliberate, but healthcare today demands a behavioral skill set to address challenges that arise with little or no warning. It is no longer enough to methodically envision the finish line, message the change, and assign responsibility. Leaders must swiftly harness trust in themselves, their teams, and the organization to reach the finish line.

In today's accelerated and sometimes frenetic change in environment, high-impact strategic leaders can be found alongside their management teams. Their transformational behaviors are grounded in an understanding that a leader's support and influence connect everyone's experiences and circumstances back to the organization's mission, vision, and purpose. Regular engagement with frontline operations teams maintains trust in that connection.

Effective execution of change is based on trust communicated with every leadership behavior—verbal and nonverbal. Successful leaders understand the challenges and experiences encountered by their teams, and their decision-making is most effective when directly informed by and responsive to the insights of those most affected by the change.

The means by which we deliver trust-building behaviors shape our effectiveness as healthcare leaders and the reputation of our organizations. We are fortunate to be a part of a highly esteemed profession. As we serve our communities, it is important to consider our current posture and reassess additional opportunities to positively contribute to all those with whom we engage.

As leaders charged with guiding our organizations strategically and operationally, we are fully capable and empowered change agents reinforced by our personal and professional experience as well as a network of inspiring peers. We can be change agents as we instill trust in our teams and shape the healthcare of tomorrow.

Wymer, Joshua A. DNP, RN, NEA-BC, FACHE. Positive Leadership Behaviors Empower Teams and Effect Change. Journal of Healthcare Management. 2023:68(5), 307-311. DOI: 10.1097/JHM-D-23-00146

Shelby 7/2024