Key Takeaways
- Shift leadership focus from top-down productivity mandates to cross-departmental root-cause analysis to address financial gaps without overburdening clinicians.
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.
<p>If you don't have the underlying support for it, it's going to fail right out the door. It's going to it's going to totally disrupt patient care. [Music] Hello, this is Zach with the American Journal of Healthcare Strategy and you are listening to the clinicians and leadership podcasts where we focus on empowering clinicians from bedside to boardroom. Today I have the pleasure of being joined by Miss Mary Russell.</p> <p>Miss Russell, why don't you take a second to introduce yourself, tell us a little bit about your experience in in your current role and in the ways that you are serving now. Yeah, thank you so much, Zach, for this opportunity. I really do appreciate it. Uh I'm Mary Russell. I am a registered nurse. I have been a nurse for 37 years. I have had um diverse clinical experiences. I am a retired captain from the United States Navy Nurse Corps, proudly served.</p> <p>Uh and I have been working with Clinicomp International and EHR vendor for the last 14 a little over 14 years. Uh I am the senior director for our clinical services and have traveled to all of our customers around the world over the last 14 years. And it is my passion to deliver technology solutions to my fellow clinicians at the bedside and uh help them provide the best care possible for all of their patients each and every day.</p> <p>Well, Miss Russell, we are we are thrilled to have you on the clinicians and leadership podcast and just thank you for your service to our country and and what you've done as well just for for the service within within the healthc care field. It's it's it's exciting to to have you on to get the opportunity to to pick your brain a little bit about some topics as well. Yeah. So, one of the one of the first questions that I have for you, Miss Russell, is I'm I'm excited to dive into this.</p> <p>I think I think your combination of of extensive clinical experience as as well as your experience with clinic comp and and working in in the EHR in the technology aspect of of healthcare I I think is a is a great combination um that that speaks to this topic that is very prevalent you know which is these these administrative burn burdens burnouts like issues that plague every single healthcare organization and hospital system across this country and so there was a there was a Stanford medicine poll that that uh we talked about previously that that uh that pulled hospital-based physicians about the amount of time that they spend on each patient.</p> <p>And further then that poll broke down the the amount of time that those physicians spent on each patient but doing specific tasks. And and what it found is that hospital-based physicians reported that they spent on on average 37 minutes on behalf of each patient. So on a patient total and and but 25 of that 37 minutes was spent in the EHR navigating the EHR working on that documentation and and documentation is important. That's a critical component. So we can't completely get rid of that.</p> <p>But but spending twice the amount of time as you are with the patient on the EHR is is that's quite a lot of time and contributes to to that administrative burden that that we see. And so I guess my question with that long introduction is is how can healthcare leaders balance the need for EHR documentation doing that well with reducing administrative burdens that are faced by their clinical staff. Yeah, I I think it's a recurring theme we hear over and over, right?</p> <p>Highly publicized all of the feelings of clinician burnout. Uh you know, and it's it's not just COVID anymore, you know. I think for a long time it was easy to just say, well, it's COVID and CO burned everybody out. But that's not that's not the reality. The reality is that the everyday burdens of the administrative needs to generate revenue are burdensome to the clinicians at the bedside.</p> <p>And I think that, you know, anybody in any profession, 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. I only got 12 meaningful minutes from my provider. I'm the patient. I'm the patient's family. I am, you know, the consumer of this this health care product and and so nobody's happy. And that's a problem, right?</p> <p>It's it's a full cycle of issues beyond just administrative tasks. You know, the the domino effects are are incredible. And so, you know, but it's it's not just the clinicians forcing these things down on the clinicians. You know, healthcare leaders are doing the best that they can in very uncertain economic times, right? They're really faced with a double-edged sword. Uh the costs of providing patient care have risen over 3%. Right?</p> <p>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. And so how do you bridge that without forcing uh you know your clinicians do more right we see more patients shorten your surgical times you know faster turnover in our ERS but by the way you have to chart you know each and every one of these codes or we're not going to get paid.</p> <p>And so it it becomes this hectic cycle of of revenue tail chasing, right? Um and so in addition to that, I mean, so again, I I live in the Pennsylvania area. We're one of the states who have one of the highest trends in mergers and acquisitions in hospital systems. So if I took pride in working in that small rural hospital, right, I love my job. I go to my job every day. I have a great amount of satisfaction. I know all my patients and my people. I know my administrators.</p> <p>And now I've been bought out by this conglomerate health care system in my state. And suddenly I'm an employee of this huge health care system. Uh it's more administrative burdens, right? Um hospitals are filing for bankruptcy. uh which is happening more and more frequently um for a variety of reasons. You know, sometimes there were mismanagement, sometimes there were other things. Uh and one of our large hospital systems just laid off 200 people and said, "We're not sure if that's it.</p> <p>There may be more of you." So, clinicians are working in unsteady streams right now. and the hospital leadership and executive leaders and financial leaders, COOs, CFOs, CEOs, CMIO, CNIO's, you know, they're all have to make decisions um that can be unpopular at times, but what they need to do to alleviate the burdens that that pressure right on on the people who are at the bedside trying to provide the safest, most effective care possible to the patient population.</p> <p>They there needs to be a buffer, right? You cannot just push and push and expect that people won't break. They'll bend for a time, but eventually they will break as we see more and more with these uh studies about burnout.</p> <p>So I think that as 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.</p> <p>Find out what the problems are before you start pushing more administrative burdens and cutting patient visits and cutting services and you know trying to squeeze more and more out of the clinicians at the bedside. Um so I think that you know before you add tasks you need to understand what those are going to accomplish. you as a leader, you really need to have a a well formulated plan. You have to have an informed plan.</p> <p>You know, we've lost this much revenue because of this, not just we've lost this much revenue. Um, and I think that honestly I think you know sometimes we forget about the simple solutions to things. I think that um everybody thinks technology is the answer to everything, right? uh just just buy more, buy more technology, buy a better EHR, buy, you know, a better physiologic monitor, ventilator, whatever it might be.</p> <p>You know, people think that's just going to make it easier because you're going to get more data and that'll be great. But that's not really the truth. The truth is that the providers and clinicians still have to chart. They still have to document. They still have those 25 minutes of administrative time that they need to deal with. So why not cut it with human assets, right? Let's let's invest in less costly human assets like scribes, right?</p> <p>Someone who can round with me, start my charting for me, get everything teed up so that I can review it and sign it and concur. And that becomes the patient's medical record. All the while I, as a practitioner, am talking to my patient, right? I'm not talking to the scribe. I'm not have my head down at the computer and my keyboard talking to the patient. The scribe is charting for me and then my, you know, um, administrative burden has been lessened.</p> <p>and make sure that whatever technology you're using, whatever EHR that is, it needs to support documentation that only requires me to chart something once. I should never have to something more than one time for the convenience of billers, coders, research people. You know, everybody wants a piece of my time, but I don't have it to give them more, right? So, make sure it's smart. You know what you have. And Zach, as we know, everybody has a PhD from Google, right?</p> <p>It's everybody knows everything because they saw it on Google. And so, right, I personally think that one of the uh timely administrative burdens for practitioners are spent dispelling bad medical information that people found on Google. I Googled it and now I know I have this disease. You know, why didn't you know this, doc, Dr. Zack? So, you know, I think that investing in patient teaching tools is is a really smart way to spend money.</p> <p>That way you know when the patients are writing in the portal and they're you know saying you know I am really sure I have this you know mortal disease and you thought I only had a you know you know the band-aid you know let the ancillary people provide them with the tools of scientific based evidence-based information let them read it and then come back to you.</p> <p>So, so adding those kind of buckers where you, you know, plus up some of the ancillary administrative support with skilled staff and good teaching training tools, I think are really smart, efficient ways to eliminate some of these uh administrative burdens on on the providers in the field. Well, Miss Russell, that's that's a great answer.</p> <p>There there's a lot of things that that I think are there's just that that piqu my interest throughout your answer and I'm excited to dive into them over over the course of the rest of this interview. But but one of the things that first I think piqued my interest was was this and you put it as you put it really well. You said you can you can only push down so much. They they will bend, but eventually they will break.</p> <p>And and that is very much an issue that I think is commonly seen because that that can be putting more tasks on your providers and your clinical staff can temporarily fix some of those issues or or seemingly resolve some of those issues.</p> <p>But ultimately, like we you just very clearly walked us through, it it has a negative impact on those clinical staff on the clinical staff to the administration relationship between those two those two uh groups of of individuals um and and ultimately the patient as a whole. And so for for those clinicians that that have been bending for a substantial amount of time, maybe have broken, but but are experiencing that burnout for for leaders that are seeking to re-engage and retain them.</p> <p>What What are some steps that those leaders can take? because because burnout is a thing and there's things we we're trying to do to reduce it in the future. But but for those that are experiencing it, how can your health care leaders engage and and re-engage those those clinicians and and uh that are overwhelmed by these administrative burdens? Yeah, you know, it's a it's a great question and it's it's certainly again it's a challenge.</p> <p>uh you know I'm empathetic to the leaders but you know and in the end they'll succeed if if I succeed they succeed right so so it's most important that we figure out how to bridge these these gaps and so 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.</p> <p>They want a uh to be heard at the highest levels. Um but and interestingly enough, a lot of these um collective bargaining union agreements are are being reached by residents and fellows, right? So these are the new upand cominging. So they don't even want to waste time not being heard. They're going to unionize and use their collective bargaining voice to be heard. And they and so it's a very interesting shift in the dynamics. All right.</p> <p>Um and it's sounds like a clear message has been sent to them, the new and upcoming providers that you're not going to be heard. So they're not going to tolerate it. So clearly it needs to be addressed and they need to be re-engaged. I think that um one of my favorite jobs I had had this um it was they had a newspaper. It was a just a little you know a weekly paper that came out and um it was called Netma News. Netma news.</p> <p>The net news is out and nemma and it stood for nobody ever tells me anything. It was the best the best little way to communicate from the seauite down. Like it was literally called Netma News. And so Netma News would come out and we would hear all about uh you know how we're doing and you know what are some of the projects that are in the pipeline? What are the staffing changes staffing? who's here, you know, things like that that, you know, never reach the bedside clinicians quite often.</p> <p>So, I think that people like you, Zach, right? a podcast within your hospital or or you know some kind of app or some way that leadership can provide ongoing transparent uh communication to the clinicians develops a a sense of trust right throughout the hierarchy and I think that is critical to re-engage people who feel disenfranchised already and it also sends a message of hope to the young ones who've already unionized because they insist, you know, on having this voice.</p> <p>And as a leader, as hard as it can be, you have to be transparent. I I should not be an employee who reads our annual report and finds out that my hospital's in financial straits, right? If I worked there, I should know. You know, I I recently had to tell a friend that I read something about a hospital where she works and and some acquisitions they were making. She's like, "How come I don't know that?" Right? She works there. So, and she's a provider.</p> <p>So, I think that, you know, leaders need to keep in mind the cost cost of replacing a provider and a nurse. If you could replace one provider and one nurse, you're looking at hundreds of thousands of dollars just for that plus loss productivity that comes along with it because now you're gapped to critical staff members.</p> <p>So, um I think it's really important to look long range, be transparent, be open, be honest, uh be willing to hear the opinions, you know, and thoughts from everybody because if they don't feel like they have a voice, they're they're never going to feel engaged and and want to stay and, you know, dedicate themselves to you and your success.</p> <p>Miss Russell, I I love the the emphasis that you've you've put on the the human connection with hidden health care and how that is a critical component to reducing reducing burnout and and other administrative burdens and and simply just the act of listening and how that goes so far and and engaging and being clear and and uh and transparent.</p> <p>I love that word and and just how how the impacts that that can have on an organization and and as a result patient care and so I'm I'm uh just excited about that and just that I like you said so often we run to technology as a oh this is going to fix it and it's if if you don't address those foundational issues prior to introducing new technology that then then the you're just putting another little band-aid over a wound that is not healing properly. and and is not going to heal properly.</p> <p>And so, um, I I think that that's that's such a great point that was made. Uh, shifting gears a little bit because I I do want to talk about technology just a little bit.</p> <p>Um and so so how do you approach the the challenge of of integrating a a new technology into or a new EHR or or new in innovative uh process into an existing system without disrupting operations or and as a result ne negatively impacting patient care because in the in the field of medicine and the medical field innovation is constantly happening and people are constantly trying to improve and should be constantly trying to improve and and inevitably change must happen and with new technologies coming out there's there's a lot of of exciting things on the horizon but how do you implement those effectively without disrupting the the present operations and as a result negatively impacting patient care it's a great question right and it's the ever burning question out there right we soon we'll be going to hymns uh and so you know there's it's just you hundreds of thousands of square feet of vendors selling uh fabulous IT um you know technological advanced uh support for your patient care.</p> <p>So, so but you know I think that as a leader and and um anybody who's part of this decision-m you need to understand the system architecture you have now right uh so you 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 on to it. Make sure you really understand that. And then let's say I do want to bolt something onto it. Great. So I buy this new equipment.</p> <p>Uh do I have biomemed support to manage it, take care of it? Do they have the skills? Do I have the IT professionals who can program and make sure that it's going to be supported? So you know with with if you don't have the underlying support totally disrupt patient care.</p> <p>um you should you know I think that I think that there's an expectation that there's always going to be downtime for things and I think that's really where as uh hospital leaders you need to push your vendors uh because there should be no expectation of downtime to implement new technologies. There's no reason for that. As long as you've all agreed that your system architecture can support it, then as the vendor, your engineers need to make that happen.</p> <p>And as a hospital leader, I don't want to have to tell my staff, "Be prepared for downtime procedures because we're going to implement something new." That's just not that's a that's a bad plan from the start. Um, and so I think that, you know, again, uh, you need to leverage your purchasing power and work with the vendors to make sure that what you're buying is going to be fully supported.</p> <p>And I think that the most important parts once you have the technology and infrastructure straightened out, um, the then the most important focus needs to be on the staff who are going to use this. Hopefully, you've had buyin, right?</p> <p>I have I have literally been to hospitals where they implemented a new technology because one clinical area said, "This is what we have to have." And then they just downstream said to another clinical area, "Oh, you have to use this because we bought it." So these people said, "No, we're not going to use it." So, so millions of dollars of equipment set wrapped in plastic, never used, they purchased a whole new system. Yeah. So, the staff need time to be invested. They need to be educated.</p> <p>The training plan has to be well uh, you know, tailored to that specific community that you're training. It needs to be outcomebased evidence-based training so that you know you will get this technology online. They also need to have tactile time with this right as clinicians and practitioners. If I have to apply something to a patient, I need to touch that. I need to open the packaging. I need to feel it. I need to plug it in. I need to see how how it works.</p> <p>As clinicians, we're all we're already analytical people, right? We we we want to know we want to understand we want to know the wise and the hows and the you know and nothing will uh cause more frustration or or negatively impact patient care than a practitioner who is coming to them already and saying sorry we're just rolling out this new thing today and it's just not going well right well the patient and oh by the way I'm going to stick it on your body anyway.</p> <p>you know, you lose the trust of the patients, you lose the confidence of the practitioners trying to adopt this new technology. So, so make sure you plan adequately for the staff involved with this new technology to uh learn it in a classroom environment. Don't come to me at the bedside and hand me a new device and say, "Mary, uh, just plug this into your laptop and it's going to do X, Y, and Z." Okay, you're trained. And walk away from me. Right?</p> <p>So, make sure you pull the snap away from the bedside. give give them a hot minute in a classroom setting or or a um you know a scenario-based clinical setting and let them learn this new device so that they can they can feel confident the patients can feel confident and you as the leaders are going to get the optimal output of your technology. Right. Right.</p> <p>No, it it sounds terrifying for the first time to be using a new device or or or uh you know system to be right in front of a patient in a in a patient room and and they're watching you fumble and that that's not building confidence in in you and the care that that patient's going to receive.</p> <p>And and as a result as well that that provider if if put in or that clinician if put in that situation isn't building confidence between them and the administration because they're like holy cow they don't care about my the training and the implementation of this process. And so I I think that that I think you identified several several really key critical things and and I'm uh uh yeah I I think that's awesome. I think that's awesome.</p> <p>Well, Miss Russell, thank you so much for for joining us today and just just sharing your insights and a lot of very practical advice and and applications on on how uh your your clinicians and leadership and and and other other individuals within the leadership uh field of of healthcare can can make a difference in reducing administrative burdens and and reconnecting and re-engaging clinicians and their clinical staff and and as a result having dramatic impacts on on patient care on um staff well-being and in patient outcomes.</p> <p>And so, thank you so much for joining um and sharing those insights and your expertise with us. Say we we really appreciate it. Yeah, thank you so much for the time. I really appreciate it. It was really nice talking to you, Zach.</p>
Want to reach healthcare executives and decision-makers? Join industry leaders like HealthMap Solutions on our podcast.
Become a Guest