Well-Being and Resilience Certificate

BECOMING A WELL-BEING
LEADER: HOW EXECUTIVE
LEADERSHIP CAN PRIORITIZE
HEALTHCARE PROFESSIONAL
WELL-BEING

Planned by the American Society of Health-System Pharmacists

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, electronic or
mechanical, including photocopying, microfilming, and recording, or by any information storage and
retrieval system, without written permission from the American Society of Health‐System Pharmacists.
BECOMING A WELL-BEING LEADER:
HOW EXECUTIVE LEADERSHIP CAN
PRIORITIZE HEALTHCARE
PROFESSIONAL WELL-BEING
Sharon C. Kiely, M.D., M.P.M., FACP
VP, Chief Wellness Officer & Associate Chief
Medical Officer
Hartford HealthCare

WELL-BEING
AND RESILIENCE
CERTIFICATE Planned and coordinated by ASHP

FINANCIAL RELATIONSHIP
DISCLOSURE
ASHP staff, planners, faculty, reviewers, and subject matter experts report no
financial relationships relevant to this activity.

As defined by the ACCME definition of commercial entity.

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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LEARNING OBJECTIVES

 Describe an evidence based rationale for prioritizing healthcare professional well-

being.
 Apply leadership behaviors that support healthcare professional well-being.

THE EVIDENCE BASE FOR

PRIORITIZING HEALTHCARE
PROFESSIONAL WELL-BEING

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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EVIDENCE FOR PRIORITIZING WELL-
BEING
 The many impacts of burnout syndrome:
‒ Moral
• Personal toll on individuals and the impact on wider society, self harm
‒ Safety
• Safety events, personal and organizational safety
‒ Quality
• Errors, variability

EVIDENCE FOR PRIORITIZING WELL-

BEING
 The many impacts of burnout syndrome:
‒ Financial
• Productivity and career longevity, staff turnover and time to recruitment
‒ Patient experience
• Patients experience of healthcare is through healthcare workers

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

4
IDENTIFYING EVIDENCE IN YOUR
ORGANIZATION
 Leadership rounding
 Quality & safety data
 Philanthropy and giving data
 Participation data
 Surveys
‒ Engagement surveys
‒ Pulse surveys
‒ Burnout surveys

LEADERSHIP BEHAVIORS THAT

SUPPORT HEALTHCARE
PROFESSIONAL WELL-BEING

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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LEADERSHIP BEHAVIORS TO
SUPPORT WELL-BEING
 Self development & role modeling
‒ Demonstrate vulnerability and what you do to recharge
‒ Learn and speak the language consistently

 Build your kitchen cabinet

‒ A team that will give you unsolicited and honest feedback
‒ Diversity, equity, and inclusion

LEADERSHIP BEHAVIORS TO
SUPPORT WELL-BEING
 Leverage the organizational culture
‒ Build your approach through standard work in the organization
• Structure: committees, action teams, workgroups
• Communications: cadence, messaging
• Rounding and pulse checks: consistent, planned, and followed up
• Recognition and gratitude: planned, thoughtful, equitable, and inclusive

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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QUICK JUMP START FRAMEWORK

 Four T’s for quality improvement

1. Team development
2. Training
3. Transparency
4. Technology

QUICK JUMP START FRAMEWORK

1. Team development
‒ Council, committee, work group, affinity groups
‒ Vision and goals are clear and actionable

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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QUICK JUMP START FRAMEWORK

2. Training
‒ Understand the metrics in your organization and leverage them
‒ Learn the language and best practices
‒ Speakers, seminars, continued improvement

QUICK JUMP START FRAMEWORK

3. Transparency
‒ Share what you learn, hear and ask how it can be improved
‒ Focus groups
‒ Lunch and learns
‒ Measurement: leverage surveys, and other measures

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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QUICK JUMP START FRAMEWORK

4. Technology
‒ Consider how technology is positively and negatively impacting work
‒ Focus on pragmatic ways to improve

WHAT ARE LEADERSHIP BEHAVIORS

THAT YOU CAN APPLY TO SUPPORT
HEALTHCARE PROFESSIONAL WELL-
BEING?

PAUSE THE VIDEO TO REFLECT

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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CONCLUSIONS

 The evidence for supporting well-being in your organization can include

qualitative and quantitative measures.
 Small tests of change are powerful learning opportunities that could lead to wider
cultural change.
 Beginning this journey starts with applying quality principles, continuing self-
development, and establishing organizational alignment.

REFERENCES

 Brand, S. L., Thompson Coon, J., Fleming, L. E., Carroll, L., Bethel, A., & Wyatt,
K. (2017). Whole-system approaches to improving the health and wellbeing of
healthcare workers: A systematic review. PloS one, 12(12), e0188418.
 Hall LH, Johnson J, Watt I, Tsipa A, O’Connor DB (2016) Healthcare Staff
Wellbeing, Burnout, and Patient Safety: A Systematic Review. PLoS ONE 11(7):
e0159015.
 National Academies of Sciences, Engineering, and Medicine. 2019. Taking
Action Against Clinician Burnout: A Systems Approach to Professional Well-
Being. Washington, DC: The National Academies Press.

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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REFERENCES, CONT.

 National Academies of Sciences, Engineering, and Medicine; Health and

Medicine Division; Board on Global Health; Global Forum on Innovation in Health
Professional Education; Forstag EH, Cuff PA, editors. A Design Thinking,
Systems Approach to Well-Being Within Education and Practice: Proceedings of
a Workshop. Washington (DC): National Academies Press (US); 2018 Oct 11.
Appendix B, The Importance of Well-Being in the Health Care Workforce.
 Shanafelt T, Goh J, Sinsky C. The business case for investing in physician well-
being. JAMA Intern Med. 2017;177(12):1826-1832.
 Shanafelt TD, Noseworthy JH. Executive leadership and physician well-being:
nine organizational strategies to promote engagement and reduce burnout. Mayo
Clin Proc. 2017;92(1):129-146.

REFERENCES, CONT.

 Shanafelt, Tait MD; Trockel, Mickey MD, PhD; Ripp, Jon MD, MPH; Murphy,
Mary Lou MS; Sandborg, Christy MD; Bohman, Bryan MD Building a Program on
Well-Being: Key Design Considerations to Meet the Unique Needs of Each
Organization, Academic Medicine: February 2019 - Volume 94 - Issue 2 - p 156-
161 doi: 10.1097/ACM.0000000000002415
 Swensen, SJ, Shanafelt, T. An Organizational Framework to Reduce
Professional Burnout and Bring Back Joy in Practice. The Joint Commission
Journal on Quality & Patient Safety 2017; 43: 308-313.

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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WELL-BEING
AND RESILIENCE
CERTIFICATE Planned and coordinated by ASHP

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

12
 Sharon C. Kiely, M.D., M.P.M., FACP
VP, Chief Wellness Officer & Associate Chief Medical Officer
Hartford HealthCare
Hartford, CT

Dr. Sharon C. Kiely is Chief Wellness Officer and Associate Chief Medical Officer at
Hartford Healthcare, a $4.3B integrated healthcare system in Connecticut with over
thirty thousand employees. Kiely is an Internist and practiced medicine for over 23
years. She graduated from Georgetown’s School of Medicine and the Primary Care
internal medicine Residency at St. Vincent’s Hospital & Medical Center of New York.
She has held many leadership roles in healthcare administration, medical education,
health policy, quality and safety, and care to underserved populations. It was her
work over 20 years as Vice President, Quality and Senior Vice President, Medical Affairs in measurably improving
patient safety and quality that led her to a focus on the needs of second victims of adverse events and the
burnout crisis in U.S. healthcare. It is from this work that she pivoted her career formally to Wellness and
completed the Stanford University Chief Wellness Officer Training Course in 2019.

She is a member of AAIM’s CHARM Initiative Chief Wellness Officer Group, the GNYHA Wellness Committee and
Co-Chairs the Connecticut Hospital Associations’ Physician Executive Committee and its Wellness Subcommittee.
Nationally, she was appointed a White House Fellow, serving with Secretary Donna Shalala at the U.S.
Department of Health and Human Services (HHS), and a Baldrige Executive Fellow, at the U.S. Department.
Commerce. She served on Advisory Boards at the National Institute for Allergy & Infectious Diseases, led by Dr.
Anthony Fauci and Agency for Healthcare Research & Quality (AHRQ) led by Dr. John Eisenberg. She was elected
to the UNOS Board and volunteers with the Juvenile Diabetes Research Foundation, International. Dr. Kiely
enjoys cooking, traveling, refinishing antique furniture, and spending time with her family and friends.

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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Disclosures

In accordance with ACCME and ACPE Standards for Commercial Support, ASHP requires that all
individuals in a position to control the content of this activity disclose financial relationships with
ACCME-defined commercial entities. An individual has a relevant financial relationship if he or she (or
spouse/domestic partner) has a financial relationship, in any amount, occurring in the past 12 months
with a commercial entity whose products or services will discussed in the activity.

All ASHP staff, planners, faculty, reviewers, and subject matter experts report no financial relationships
relevant to this activity.

Methods and CE Requirements

This online activity consists of a combined total of 7 learning modules. Pharmacists and pharmacy
technicians are eligible to receive a total of 18 hours of continuing education credit by completing all 7
modules within this certificate program.

Participants must participate in the entire activity, complete the evaluation and all required components
to claim continuing pharmacy education credit online at ASHP eLearning Portal
http://elearning.ashp.org. Follow the prompts to claim credit and view your statement of credit within
60 days after completing the activity.

Important Note – ACPE 60 Day Deadline:

Per ACPE requirements, CPE credit must be claimed within 60 days of being earned – no exceptions!

To verify that you have completed the required steps and to ensure your credits have been reported to
CPE Monitor, we encourage you to check your NABP eProfile account to validate your credits were
transferred successfully before the ACPE 60-day deadline. After the 60 day deadline, ASHP will no longer
be able to award credit for this activity.

System Technical Requirements

Courses and learning activities are delivered via your Web browser and Acrobat PDF. Users should have
a basic comfort level using a computer and navigating websites.

View Frequently Asked Questions for more information.

©2021 American Society of Health‐System Pharmacists, Inc. All rights reserved.

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