In today’s healthcare ecosystem, the challenge of balancing technological innovation with clinician well-being and patient care has reached a fever pitch. With ongoing financial pressures, relentless administrative demands, and the lingering aftershocks of the COVID-19 pandemic, healthcare organizations find themselves at a crossroads: how can they deliver on the promise of digital transformation without sacrificing the human connections and professional fulfillment that drive quality care?
At the intersection of these pressures is Mary Russell, RN, Senior Director of Clinical Services at CliniComp and a retired U.S. Navy Nurse Corps Captain. With 37 years in nursing and more than a decade spent helping organizations implement electronic health records (EHRs) worldwide, Russell embodies the hybrid clinician-leader uniquely equipped to confront—and bridge—these complex divides.
Her insights, shaped by a career that spans bedside care, military service, and health IT leadership, offer a candid look into the realities facing today’s healthcare teams. More importantly, they shine a light on the practical steps leaders can take to foster resilience, engagement, and innovation at every level.
Mary Russell’s story is a masterclass in adaptability, service, and the power of clinician perspective at the highest levels of decision-making.
“I am a registered nurse. I have been a nurse for 37 years. I am a retired captain from the United States Navy Nurse Corps, proudly served. And I have been working with CliniComp International, an EHR vendor, for the last 14 years… It is my passion to deliver technology solutions to my fellow clinicians at the bedside and help them provide the best care possible for all of their patients each and every day.”
This passion has driven Russell to travel extensively, working directly with hospitals and clinicians “around the world,” seeing firsthand the universal pain points of health IT implementation, burnout, and the crucial role of organizational culture in mediating both.
If there’s a single specter haunting healthcare workers today, it’s administrative burden. Documentation, regulatory compliance, and billing tasks have ballooned alongside digital transformation—often with damaging effects.
A recent Stanford Medicine poll, cited in the podcast discussion, found that hospital-based physicians spend an average of 37 minutes on behalf of each patient, but 25 of those minutes are consumed by EHR documentation. As Russell explains, “That’s quite a lot of time. And contributes to that administrative burden that we see.”
“The reality is that the everyday burdens of the administrative needs to generate revenue are burdensome to the clinicians at the bedside… If you had 12 meaningful minutes out of 40 minutes in every part of your day and you’re working 10, 12 hours a day, you can understand how frustrating that is for everybody.”
Notably, the cost is not just clinical productivity. The “domino effects are incredible,” Russell says, impacting everyone from patients and families to administrators and frontline clinicians.
Russell is quick to highlight the economic paradox intensifying these burdens:
“The costs of providing patient care have risen over 3%. But the reimbursement from Medicare, for example, has been cut for this year by nearly 3%. And so you have this widening gap, right, of costs and reimbursement. So how do you bridge that without forcing your clinicians to do more?”
Add in industry consolidation—“one of the highest trends in mergers and acquisitions in hospital systems” in Pennsylvania, Russell notes—and you get a landscape where personal connection is lost, job satisfaction erodes, and burnout climbs. Mass layoffs, bankruptcies, and leadership “tail-chasing” revenue only worsen the cycle.
What’s the way out? According to Russell, it starts with a fundamental change in leadership mindset—away from pushing more tasks onto clinicians, and toward genuinely listening, diagnosing systemic problems, and building “buffers” against overload.
“As a leader, as a hospital leader, what you need to do first is understand where are we losing money? Why are we losing money? How can we generate more money, right? Don’t just tell the practitioners, do more. Use the people that you have. Talk to your billers, your coders, your revenue cycle management, your EHR managers. Talk to all of them first. Find out what the problems are. Before you start pushing more administrative burdens…”
This is not merely a call for empathy; it’s a call for root-cause analysis and cross-departmental collaboration—a systems approach, not a top-down edict.
Russell is a vocal advocate for leveraging both technology and human assets to reduce administrative burden. One simple but underused intervention: medical scribes.
“Let’s invest in less costly human assets like scribes, right? Someone who can round with me, start my charting for me, get everything teed up so that I can review it and sign it… All the while, I, as a practitioner, am talking to my patients. I’m not talking to the scribe, I’m not having my head down at the computer and my keyboard. Talking to the patient, the scribe is charting for me, and then my administrative burden has been lessened.”
She’s equally clear about the pitfalls of layering on technology for its own sake. Technology must be “smart”—reducing redundant documentation, supporting the clinical workflow, and integrating seamlessly, not multiplying clicks.
How do you bring back clinicians who are burnt out, checked out, or have simply broken under the strain? Russell’s answer is simple, but profound: Listen, and give them a real voice.
“I know it will sound cliche, but the number one thing you can do is listen, right? And so, I think a clear indicator that providers feel that they’re not being heard is this, um, surge in collective bargaining, unionizing, right? The providers are doing that now because they want a bigger voice. They want to be heard at the highest levels.”
She points to the rise of resident and fellow unionization as a barometer of provider disenfranchisement. Younger clinicians “don’t even want to waste time not being heard”—they are organizing immediately for a voice in organizational life.
Russell illustrates the importance of two-way communication with a story:
“One of my favorite jobs I had… had a newspaper… It was called Net MA News. NETM News stood for ‘Nobody ever tells me anything.’ It was the best way to communicate from the C-Suite down. We would hear all about how we’re doing, what projects are in the pipeline, staffing changes… things that never reach the bedside clinicians.”
Whether it’s a hospital podcast, an internal app, or even a simple newsletter, building trust and engagement requires regular, honest updates—and a willingness to let clinicians speak up.
The cost of turnover is staggering, Russell warns: “The cost of replacing a provider and a nurse, if you can replace one provider and one nurse, you’re looking at hundreds of thousands of dollars just for that, plus lost productivity.” Proactive engagement isn’t just good management; it’s a strategic necessity.
As healthcare organizations chase digital transformation, Russell is adamant about doing the groundwork first.
“As a leader… you need to understand the system architecture you have now, right? Can you bolt on these other things to what you already have or is your architecture just not going to support that? So step one, know what you have before you want to bolt something onto it.”
If you lack the IT or biomedical support to manage new tools, expect chaos—not efficiency.
Russell is unsparing about the need for accountability from vendors: “There should be no expectation of downtime to implement new technologies. There’s no reason for that… As the vendor, your engineers need to make that happen.”
No less crucial: thoughtful, hands-on staff training. The biggest technology failures Russell has witnessed stem from lack of clinician buy-in or inadequate training—sometimes resulting in expensive equipment “sat wrapped in plastic never used.”
“The staff need time to be invested. They need to be educated. The training plan has to be well tailored to that specific community that you’re training. It needs to be outcome-based, evidence-based training… As clinicians, we’re all ready, analytical people. We want to know, we want to understand, we want to know the whys and the hows.”
Give clinicians “tactile time” with new devices, away from patient care, so they can learn, troubleshoot, and build confidence—before rolling out changes on the front lines.
Mary Russell’s perspective is grounded in Pennsylvania—a state grappling with high rates of hospital mergers, rural hospital closures, layoffs, and financial instability. The region’s volatility highlights the stakes of getting leadership, communication, and technology adoption right. When community ties are frayed by consolidation, and when trust in leadership falters, clinicians and patients both suffer.
1. Use Scribes Strategically: Supplement clinicians with human support to handle documentation and routine tasks, freeing up time for patient care.
2. Invest in Smart EHR Design: Prioritize systems that minimize duplicative documentation, automate routine data entry, and are designed around clinical workflow.
3. Provide Evidence-Based Patient Education Tools: Empower patients with reliable information to counteract online misinformation, reducing time clinicians spend “dispelling bad medical information that people found on Google.”
4. Build Cross-Functional Problem-Solving Teams: Bring together billers, coders, clinical leaders, and IT staff to identify bottlenecks and co-design solutions.
5. Prioritize Communication: Establish regular, transparent communication channels (newsletters, podcasts, apps) to keep clinicians in the loop and engaged.
Russell’s framework is not about marginal gains on balance sheets, but about restoring a sense of purpose and connection:
“If I succeed, they succeed, right? So, so it’s most important that we figure out how to bridge these, these gaps.”
When clinicians are heard, supported, and given the resources to do their jobs, patient care and outcomes improve. When they’re isolated or overburdened, everyone loses—the organization, the workforce, and the community.
The pressures facing healthcare organizations are not going away. If anything, financial headwinds, technology disruption, and workforce fatigue are only accelerating. But as Mary Russell’s career and candid advice reveal, the path forward isn’t about working harder, adding more tech, or demanding more from already-stretched clinicians.
It’s about leading with both empathy and strategy—building systems where clinicians’ voices are central, well-being is protected, and community connection remains the bedrock of quality care. In doing so, healthcare leaders don’t just prevent burnout—they unlock the innovation and resilience needed for a sustainable, patient-centered future.
Author’s Note: This article was developed from a conversation on the Clinicians in Leadership podcast, hosted by the American Journal of Healthcare Strategy. Mary Russell, RN, is Senior Director of Clinical Services at CliniComp, International, and a retired Captain in the U.S. Navy Nurse Corps.
