Contributor: Michael J. Charlton
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Healthcare is an always-on, non-stop operation that requires a deep understanding of patient care and team member well-being. For an organization to thrive, decision-making cannot be made in isolation. It requires leaders who are connected to their team members at every level, who are willing to step away from their desks to experience the day-to-day realities faced by their teams. When I was the newly appointed President and CEO of AtlantiCare Health System in Southern New Jersey, I learned the most effective way to bridge the gap between the C-suite and frontline team members was through direct, hands-on engagement. For me, that started with the night shift.
Walking the Floors: Building Trust Through Presence
From the outset, I prioritized walking around our hospital floors and meeting with team members. I wanted to learn all about their roles, not from a job description but through real-time observations. I prioritized visiting off-hours -- overnight shifts, early mornings, and weekends. I dressed comfortably, brought food for the shifts, and made it clear to the team I was not there to be in their way. My goal was to be fully present, show support, and learn about our team members' needs by witnessing their interactions and workflows up close.
When I began this process, a well-respected senior nurse manager who regularly worked the overnight shift remained elusive. When I would go left to talk to her, she would go right. When I would go right, she would go left. But I knew her insights would be valuable, so I kept showing up, bringing food for the team, and reinforcing through my actions that I was there in a supportive role. Then, one night, she walked over to me, shook my hand, and said, "Okay, I appreciate you being here. Let's talk." This moment of breakthrough was a testament to the power of persistence and the importance of consistent in-person engagement as a leader.
Learning from the Night Shift: Informed Solutions for Better Patient and Team Member Care
Being present during those night shifts allowed me to witness firsthand the dedication and challenges our hospital-based teams face during these often-overlooked hours. I saw the added administrative responsibilities that rested on their shoulders when support staff and executive leadership were not in the building. I witnessed firsthand how our teams skillfully balanced patient care with administrative demands that could have easily diverted their focus from what matters most – their patients. These experiences highlighted the importance of having a leadership team that truly understands these challenges and works collaboratively to ease them.
As a result, we've implemented solutions directly informed by these experiences and team member feedback. We've empowered our teams to become the architects of change and drivers of innovation, creating a culture of problem-solvers. One key outcome has been the establishment of a new support structure that ensures administrative and leadership support are present across all shifts of the day, seven days a week.
Additionally, we’re leveraging cutting-edge technology to reduce the administrative burden on our providers and team members across the health system. As part of our ambitious six-year strategy, Vision 2030, we are reimagining how healthcare is delivered. This includes being the first-named partner with Oracle Health's new generative AI-based Clinical Digital Assistant (CDA). This advanced AI tool uses voice recognition technology to capture provider-patient interactions and generate notes in real-time, allowing providers to stay focused on their patients rather than paperwork.
These innovations were created to reduce the administrative burden on our frontline team members, stemming directly from transparent conversations and a commitment to active listening.
Staying Connected: The Ongoing Process of Relationship Building
I strongly believe that 'business moves at the speed of relationships,' which means you cannot build relationships from behind a desk, looking at the computer, or leaving the office during the traditional business hours. Staying connected is as important as creating connections in the first place. I continue to spend time outside my office and engage directly with our valuable team members across all shifts.
The once elusive senior nurse on the night shift is now a trusted colleague I can count on for transparent and honest conversations. Relationship building is an ongoing process, one that strengthens trust, support, and safety across an organization. It cultivates a culture of problem-solving and continuous improvement, ensuring everyone feels valued and empowered.
Leading from the Front Lines
Leadership in healthcare requires more than just strategic decision-making — it demands a presence on the front lines. By being there, by walking the walk, leaders gain critical insights they can use to implement informed solutions that benefit the entire organization. Often, the best solutions lie within the team, not above it.
Our success as a team has affirmed my belief that there is no better way to lead than by walking the walk. At AtlantiCare, this approach is our credo — it's a commitment to ensuring our patients and team members receive the same excellence in care and support at 1 a.m. as they do at 1 p.m.
Contact Michael at his LinkedIn profile.