Bullying has been a long time issue, not only for children but adults as well. In the healthcare industry, eradicating bullying and incivility can mean the difference between saving a life and not. Dr. Renee Thompson joins this episode to raise awareness on the adverse effects of disruptive behaviors towards patients that at times, even resulted in deaths. She talks about the importance of proper and civil communication in being effective at your work and touches on the primary roadblock that hinders a leaders’ abilities to confront disruptive behaviors in the workplace. Learn all about the negative ripple effect of bullying and incivility, not only in healthcare, but any industry in general.
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Eradicating Bullying and Incivility in Healthcare with Renee Thompson
If you’ve ever worked in an organization where there’s been incivility or bullying, this is an episode you’re going to want to read. My guest is Renee Thompson. She runs a company called the Healthy Workforce Institute. Her tagline is we eradicate bullying and incivility in healthcare. While our conversation is focused around healthcare and the negative impact that both bullying and incivility have in the healthcare field, as it relates to not only the environment but in regards to patient’s health and also to patient mortality, there’s something in here for everybody. It doesn’t matter what company you worked for, that we all deal with these things, bullying and incivility. How do we address these? While much of our conversation focused around healthcare, the topics and the themes are relevant regardless of what industry you’re in. Whether it’s patient health and mortality that’s being impacted, there are impacts for every organization.
I’m not only obsessed with interviewing those whose actions are inspiring others, but also in uncovering the research that demonstrates that we all have the ability to lead like no other. It begins with ourselves because when we lead like no other, we do succeed like no other. That is my mission in the work that I do outside of this show but in this show is to try and provide resources, individuals and stories that help us all to recognize that we do have the ability to do this. All of us do. Let’s get into it.
Renee, I want to thank you for taking the time to be on the show and talking about such an important topic and that’s around incivility and bullying in healthcare and the impact that it has on all aspects of the organization.
Thank you for having me. This is such an important topic, especially in this world. The industry that I focus on is healthcare. I’ve said this over and over again, the way we treat each other should be as important as the care that we’re providing. We see disruptive behaviors in every industry. However, we see more disruptive behaviors in healthcare, which doesn’t make sense when you think about it. We’re in the caring industry. Any opportunity that I have to get exposure to an audience of people who also understand the importance of this, it’s a good day.
The tagline of your business when I went on your website is about eradicating bullying and incivility in healthcare.
We don’t have time to deal with bullying and incivility when we’ve got an important job to do and that’s to care for these patients as though they were our precious families. We have a lot of strategies to address disruptive behaviors. When we look at especially bullying, we need to eradicate it. There should never be a tolerance for actual bullying in any industry but especially in healthcare.
You mentioned the keyword that I hear there is a tolerance for, which to me seems to be that has been the challenge is that there is tolerance or has been a tolerance for this.
People don’t even think they pay attention to this or they’re not doing it deliberately. They’re not saying, “By me tolerating this behavior, I know I’m impacting or causing harm to patients and employees.” I don’t think it’s a deliberate act, but it shows up in this way. You have a physician who’s extremely good, very competent. He brings the organization in a lot of revenue, but it’s somebody who is toxic, who everybody’s afraid of. We tolerate it because this physician is so good.When we don't feel comfortable communicating with each other, it stops the flow of information. Click To Tweet
I’m a nurse. I’ve been a nurse for many years. I’ve been in leadership roles. I was the director of a very large medical-surgical unit. I had some of my nurses who were so good at what they did however, they were toxic. You do work around. You make excuses or you justify somebody’s behavior. I hear this all the time, “She’s a great nurse but,” or “He’s a great physician, just don’t get on his bad side,” or “He’s excellent as a clinician, it’s he doesn’t like people very much.” We tolerate it by justifying their behavior.
We were talking about how this is an industry that prides itself right on evidence-based medicine, yet neglects all of the evidence out there around behaviors and the impact that they have on the organization itself.
When I do some training and education, especially if I have an audience, where I have, say physicians in their group, I always start with a few very prominent statistics. There’s one that came out in 2018 that showed 71% of physicians and nurses have linked incivility, not even bullying, incivility to medical error and 27% said it led to a patient’s death. Patrick, we could spend the next week talking about the studies that show the negative impact on patients, employees in the organization when disruptive behaviors go unaddressed and you’re right. We’re an industry that prides itself on evidence-based practice and research, yet we have the evidence to support addressing this, but we tend to ignore it.
What’s interesting is that the information, I haven’t seen in 2018, but that goes all the way back. Joint Commission did a survey in 2009 and they said 26%.
The Joint Commission has released several sentinel alert events over many years telling healthcare organizations, “We know that bad behavior leads to poor patient outcomes. You have a responsibility as a healthcare organization to address this, to do something about it. Numerous organizations now are holding healthcare organizations accountable for addressing disruptive behaviors because the evidence is so strong that when we ignore behaviors, it leads to poor patient outcomes.
I know this can sound absurd when you think of it this way, but could you imagine that you’re an ER physician and you have to go out and tell Mrs. Smith that her husband unexpectedly passed away because of a mistake that was made when two of the staff members were in disagreement with each other. It sounds absurd, but that’s on some levels what you’re talking about.
It happens every day and every healthcare organization. Someone is concerned about a patient and chooses not to speak up, to tell someone about it because they’re uncomfortable with how that person will react. We hear this a lot, “That’s his personality. That’s the way she is. Don’t take anything she says personally.” I’ve had many people who have said, “That’s my personality. I’m direct. I tell people the way it is.” Here’s what I say back. If your personality affects whether or not someone feels comfortable communicating with you, then you need to adapt your personality in the workspace.
When we don’t feel comfortable communicating with each other, it stops the flow of information. When we stop the flow of information that affects someone’s mom, child, or spouse. It’s very apparent. I remember when I was a new nurse, there was a time when I was concerned about my patient. It’s 2:00 in the morning. You look on the on-call schedule and you see that the physician on call is that physician notoriously known for screaming, yelling at nurses and making them feel like idiots. What do you say? “I’m not calling him. I’ll go and ask my colleagues what they think about this patient.” I’m thinking, “What if that patient was your mom or your spouse or your child?” It changes the dynamics of that. However, it’s something that we have to acknowledge and do something about.
I once heard somebody say that when you make excuses for somebody, you invite them to never change.
It’s very profound when you think about what that means. It’s something that happens all the time. I do a lot of deep dives with organizations and consulting. It always ends up that we talk about a few people there who have been misbehaving for decades. Patrick, you find out that nobody’s sat down and had an honest conversation with them about their behavior. Nobody has sat down and said, “I’m not sure you’re aware of this, but you come across as very abrasive.” That’s not okay. We see that all the time. People don’t even realize it.
The other part of that I see, Renee as well, is that even when that conversation might happen, that there’s no accountability after the fact. There’s no clear expectation or what’s next. It’s, “I don’t have time to deal with this right now. I’ll deal with it next time.”
I probably have a conversation about that pretty much every day. First of all, what I have found in several years that I’ve focused on this topic, how do we eradicate bullying and how do we address incivility? It’s to cultivate a professional, respectful, nurturing, supportive and truly a kinder workforce culture. We are not doing a good job teaching our frontline leaders how to set behavioral expectations, hold people accountable, and confront disruptive behaviors. We don’t teach them these skills. What they do is they end up using silence as a strategy. Especially if somebody who reports to them is so clinically competent.
Let’s say they read the studies and they know that they need to address this behavior. They finally built up the courage to sit down and have a conversation with that employee and they’re done. They finally had the conversation. They then say, “I did it. I never have to have that conversation again.” That’s the biggest mistake they make. It’s having one conversation, doesn’t change behavior. It’s following up and say, “We’re going to meet every week,” until either one of two things happens. They step up or they step out.
I don’t know what your experience is right now, but I’m seeing much more accountability in terms of follow-through. It’s gotten to the point where that next step of inviting somebody to step out is happening. I wasn’t seeing that before as much.
It is. There are a few reasons for that. I will say that we’re not where we need to be yet. However, we’re seeing more conversations and partnerships between the Human Resource Departments in an organization and the leaders. What I find is that there’s usually a big disconnect. I hear this all the time. The leader goes to the human resource rep and basically says, “I want to terminate this employee or I want to hold this employee accountable.” They hit a brick wall. When they hit the HR rep, who will say, “Nope, you don’t have enough documentation. You didn’t counsel them enough.”
It’s interesting because the leaders who I work with, they get very frustrated about that. I’ve talked to the HR departments and they tell me a very different story. They’ll tell me a manager barges into their office and demanding that they approve a termination. They’ll say, “I’ve never heard that this employee was a problem.” They have no documentation. On their performance reviews, it meets or exceeds expectations in the last several years in a row. How are we supposed to hold people accountable if we’re not doing our due diligence along the way?Signing a piece of paper doesn't change behavior. Click To Tweet
Where do you see the roadblock there?
The primary roadblock is we’re not equipping leaders with the skills that they need so as soon as somebody behaves in a disruptive manner, to be able to confront that person immediately, document it in a way that shows what the impact is. I’ve read so many documentations. I say to start a documentation trail as soon as you sense that there’s a problem. I’ve read some of their documentation. It’s useless. They’re based on that person’s opinion. There’s a lot of information in there that’s not necessary. I always say you have to link somebody’s behavior to a patient. Safety concern, quality concern, satisfaction concern, the way the team communicates with each other. There are multiple things that they need to do right from the beginning. It’s confront, set behavioral expectations, document, and give their HR representative and their boss a heads up early in the process. Don’t wait until you’re like the pressure cooker and all of a sudden, you’ve had enough. Start early.
How do you deal with the individual that says, “We’re short-staffed right now. We don’t have time to deal with this?”
I was the leader during the worst nursing shortage that we’ve had in many years. Let me tell you, Patrick, there were some of my nurses who were very toxic, but if I held them accountable to the point where they were gone, guess who was staffing? It was me and running my unit. It’s not easy. However, we have to think about the ethical responsibility that we have to our public to make decisions based on what’s best for them. Keeping a toxic employee, even if you’re short-staffed, even if you’re too busy, I want you to think about what we’re saying. That being busy is our excuse for putting our patients at risk, at harm. The organization as a whole needs to recognize and support and do their due diligence. You have to equip your frontline leaders. You have to get your employees involved. It can’t be on the manager’s shoulders. There needs to be a collaborative.
As I’m sure you would agree, it needs to be all the way at the top because people become fearful of thinking, “There’s no place I can go because this won’t be dealt with. I’m going to be the one that’s going to pay the price for this.”
It was a physician. I was doing some consulting in an organization. The first year we focused on nursing primarily because that’s your largest workforce. We spread it out to ambulatory care. We got the physicians involved and their chief medical officer after he was involved, he said to me, “I get it.” He’s like, “This is why this works. You have a top-down, bottom-up and everything in-between approach.” I said, “Exactly, it has to be everybody. You start at the top, but you’ve got to include the people at the bottom. You have to include all the middle people.”
It’s like being in a jungle gym. It’s all over the place.
It has to be that way. You can’t pick one layer of leadership because it’s not any one of us. It’s all of us. Every single person contributes to culture. If there are disruptive behaviors that are going unaddressed, that affects the culture.
Where do you see values in this? There certainly seems to be more noise around organizational values. That can almost be a liability to many of the hospitals that prominently placed their values out there, but they don’t honor them.
I always say, “How do you make sure that your values are living and breathing? They’re alive and how do they show up?” It’s interesting. I’ve been having a lot of conversations about values. I gave this as a recommendation to an organization. They had re-did their values. I said, “Here’s a recommendation for you when you’re interviewing somebody for a job in your organization. Ask that person, “Which of our core values resonates with you the most and why?” You’re asking, number one, did they go on your website and read your core values? If not, hand the piece of paper that has your core values to that person and say, “Which one of these?” How they answer will tell you if they’re a good fit for you.
It’s one of the ways. I will say, though, “I get it. The mission, vision, and values.” I have what I call guiding principles for my own company. What I have learned is that most employees care most about what happens in their department. Not that they don’t care about the organization, they care most about their department. Something that we do is when we work with individual departments, we work with the employees and the leadership team to create what we call department norms or professional practice agreement. They create their own setup, how we always treat each other, how do we never treat each other? That I have found to be more effective than saying, “Here are our core values, respect, integrity, and stewardship.” What do these mean to us? You form that into a professional practice agreement. Now you’re saying these are the behaviors that show that we respect each other, that shows we have integrity, but you get your employees to articulate it.
I was going to say, “That’s a great approach as well from an influence standpoint and consistency.” They’re part of developing these things. It’s easier to hold people accountable when you can say, “You’re the one that said these things were important. This wasn’t handed down from on high. You were part of the process of creating this.”
Let’s say the managers have to counsel someone or coach someone because of behavior. What I advise them to say is, “What happened? We said we would talk to each other, not about each other. We said that we would go out of our way to help each other no matter what. You didn’t honor our agreement. It’s not what I say as the manager. We agree. This is us as a team.” It’s so much more powerful. Every organization has a code of conduct. This professional practice agreement that we do, we never ever make employees sign it because signing a piece of paper doesn’t change behavior. If it did, I wouldn’t have a growing company based on this problem.
If it was that easy, can you imagine?
I would be doing something else. I wouldn’t be spending all of my time and energy on this, but I think I’m going to be busy for a long time.
When you first go into a company in terms of diagnosing this, it’s what you’re doing. Where do you see some of the biggest gaps as you go into an organization in terms of saying? Are there themes that you’re seeing where you say, “This part needs to be closed off because this is part of what perpetuates this?”The primary roadblock is that leaders are not equipped with the skills they need to address the issue. Click To Tweet
Yes. I appreciate the fact that you said when you go into an organization and diagnose it because if you look at disruptive behaviors, I see the same patterns pretty much in every organization. The frontline leaders have no idea how to address disruptive behaviors. There’s a huge disconnect between the leaders and their HR business partners. There’s no training and education regarding disruptive behaviors, not only for the leadership team but for the employees too. However, before you can solve a problem, you have to fully understand the problem. We always go in and do an assessment. We talk to everyone. We talk to not only the executive leaders, the frontline. We talk to the employees. I don’t mean people in a professional role. We talk to the physicians and the nurses. We talk to housekeepers, radiology techs and dietary aides because they see everything.
In each organization, we do find little nuances, things that are different in that organization that the executive team doesn’t even know is happening. A lot of times we find that it’s the charge nurse role, the person making the assignments that is a problem that people don’t realize or the informal but very powerful leaders in a department or in an ambulatory care center, it’s the techs, not the nurses, not the physicians. It’s the certified medical assistants, who were the ones ruling the roost. In each of these cases, we find that there’s a lack of organizational commitment to doing what they need to do to hardwire and sustain a healthy workforce culture. Some organizations, they want us to come in and do a workshop and think they can check a checkbox. If you want to change the culture, you need to get everybody involved and it can’t be done in an afternoon. That’s the frustrating thing for me because some organizations want to check a checkbox and that doesn’t change the culture.
I will often relate that to, if we think about antibiotic resistance, to me, that’s the same thing. When you go in and do a one-day workshop, to me, it’s the same thing as not. It’s like taking the loading dose part of the antibiotic, but not finishing the course. What do we know is going to happen the next time? It’s going to become resistant. That’s what I’ve seen has happened within organizations is that they’ve done the one-day trick and realized it didn’t work. It creates this resistance to people feeling cynical like, “This is the way we are. You can’t change this.”
I never thought of it that way. That’s a brilliant example. I see this all the time. That’s why sometimes I say no. If they’re checking a checkbox, I’m not going to do it. When we’re on-site and we’re doing some training and education, you can tell these people, there are people there who are so hungry for this, starved and they want the help. It’s almost a bait and switch. You give them hope and then you take that hope away from them. The consulting that I do where we’re there for a year many times, I had an educator at one of our meetings, say, “How do we make sure this isn’t another flavor of the month?”
One of the strategies, when we hardwire, is we put a healthy workforce as a standing agenda item in every department staff meeting, leadership meeting, every meeting. I say, “I’ll tell you how you make it a flavor of the month. If we say healthy workforce is important to our organization, and we’ve decided to put it on the agenda for all of our meetings, the first time you take it off of the agenda, because some other big initiative is more important, now you’ve made it one more thing. It can never come off the agenda. It always has to be top of mind, front and center no matter what.”
I do work on the performance side too with athletes. If you look in terms of how athletes operate, it’s about habits, continually setting up muscle memory. This is no different but if you continue to model these behaviors, they become hardwired into you too. It doesn’t mean you don’t slip, but they tend to take hold.
We call it our drip campaign. We drip healthy workforce best practices consistently in small bites over time. For example, people who are in my programs, I send them a Monday message. Every single Monday morning from my computer, my email, I physically type. It’s not anything that I automate or even plan ahead. It’s usually whatever I’m reading that week. I’ll give them a little nugget, a little tip. For example, one of my most popular ones is a lot of leaders when they come in, especially if it’s a 24-hour facility, I know myself. I’d come into work in the morning and I’d get slammed by the night shift who would do nothing but complain about this and that happened. I said in my Monday message, when you’re hit with that, look at your employee and say, “Tell me one good thing that happened last night, just one.” Tell me one good thing because there’s always something good. That helps overtime to influence people to start seeing the good one little tip, one little nugget. You cannot believe how many people said that one tip changed their culture, one little tip. That’s what we do every single week. We send a little nugget out, a video, a tip sheet, something.
It’s doable for people because it’s like a 1% shift. It’s not noticeable, but over time it makes a difference. You don’t even recognize it.
It’s that one little action. One thing that you read, one thing that you do that helps you to show up like you said, 1% better and even confronting bad behavior. I teach this stuff and I’m still uncomfortable. I say, “It’s okay to be uncomfortable, have the conversation anyway. The more you do that, the more comfortable you’ll feel, the better you’ll get, but don’t worry about perfection. Just try to get a little bit better each day.”
You bring up such an important point in regard to expectations. There is so much research around unconscious biases that when we bring these biases in, especially around this area of, if we don’t expect things to work out or I don’t expect this person that I’m working with is we’re going to be able to get along, then you won’t. That’s all you’re looking for is the evidence that backs up why you won’t get along.
I read something that as humans we have about 60,000 thoughts a day and 80% of them are negative. It’s the negativity bias. Healthcare, in particular, we’re always looking for the negative because we want to make sure that we’re identifying any complications that our patients are having so that we can intervene and treat them. If I come into my work already thinking in a negative way or even if I’m working with a coworker and maybe a few years ago, they treated me in a way that I thought was disrespectful. I hang on to that. It affects how we engage in conversations with people, how we communicate with each other. We do a lot with emotional intelligence. It’s that whole self-awareness and self-management and not making assumptions. People assume ill intent all the time. You step back and say, “Do you think they meant to do that?”
Do you do much work with mindfulness? As you talk about emotional intelligence, do you draw that in? I’m certainly seeing that in another 5 or 10 years, we’re going to look back and think, “That’s a no-brainer.” Mindfulness is important to so many different aspects of this.
Mindfulness right now is a hot topic especially in healthcare when we look at burnout resilience. I have somebody on my team and that’s what’s nice. I started this company with basically just me. I would consider that I had a personality company. As I grew and grew and hit capacity, I launched the Healthy Workforce Institute. You can’t be an institute if it’s just you. I have several people on my team knowing that I needed to focus on where my strength, my area of expertise, and that was addressing disruptive behaviors.
I have somebody on my team, her name is Bonnie Artman Fox. She’s a licensed family therapist. Her expertise is in conflict management and emotional intelligence. She is a mindfulness person. When she does some of the education and training, she incorporates that pausing and those short little meditations and being present. She’s way better than I am at it. I’ve learned a lot from her and I’ve tried to incorporate that in even my own life. It’s so important especially in the hustle and bustle of the healthcare that we have that moment to pause and reflect.
There’s a woman out of the Netherlands. Her name is Rosalie Puiman. I interviewed her a few months back. She had published a book called The Mindful Guide to Conflict Resolution. It is a fabulous book. It’s the first one I’ve come across that the whole focus of this was how do you incorporate mindfulness into conflict resolution?
Something that we do a lot and I’ve been teaching this for years, is that before you engage in a conversation with somebody, take a pause and think, “How do I have a conversation with this person that’s honest, and respectful? The last frame is, “How do I preserve the relationship with this person, no matter what this conversation is about.” Everything that we do especially in healthcare is based on relationships that we have with each other. How do I preserve that relationship? Mindfulness is all over that. It’s the ability to force yourself to take a pause before you react.It's okay to be uncomfortable. Have the conversation anyway. Click To Tweet
We talked about Joint Commission data that went back to 2009. As we come into the next decade here, what do you think is the biggest challenge as you see it for the healthcare industry in this space?
In the last several years, we’ve seen the changes in reimbursement for hospitals. It’s not fee for service anymore. It’s based on outcomes. That has led us to take a different look at the value of people on the team and how we have to work more collaboratively together. We are still not there when it comes to interdisciplinary communication and interdisciplinary collaboration. Especially when we’re looking at disruptive behaviors, we tend to focus on the way the nurses treat each other, the physicians, the med students, the interns and residents, and how they treat each other.
What we’re trying to do at Healthy Workforce Institute is bring everybody in together to say we’re all part of the same team. We’re going to see more of that in the future. For example, we had a retreat with my team and we talked about hosting an event that is designed for physicians and nurses, looking at communication, disruptive behaviors and how we can work more collaboratively together. To answer your question more directly, there are a lot of states right now that have bills sitting there that they’re trying to pass regarding workplace violence, which also includes verbal bullying and incivility. We’re seeing more of that physical violence in hospitals at the hands of patients and their family members too. This whole problem of behavior in healthcare is getting such a tension that healthcare organizations have to start doing something about it now before they’re forced to.
When we talk about disengagement, Press Ganey might be the one doing the surveys around disengagement. The disengagement is a symptom of the behaviors. As you talk about incivility and bullying, to me those are the behaviors that this is the root cause of much of this that touches every aspect of healthcare if it’s not addressed.
It does. I cannot tell you how many people I’ve talked to who have either left an organization because disruptive behaviors were not addressed or they’ve stayed. They’ve tried to cope on their own. Sometimes it’s a matter of they will try to protect themselves from their coworkers. Sometimes they transferred to another department. We have a responsibility as leaders to protect them and do something about this. Sometimes they leave, but sometimes they don’t and they disengage. Sometimes having a disengaged employee is worse.
Somebody that quits and stays is more damaging than quits and leaves, but most do. Along those lines, Renee, I’d be curious about what your experience is in this area. Although there’s a mixture here of both larger populated areas, several hospitals that I do work in are in rural areas. When I speak to them, I say, “Your skill level in regards to the treatment of individuals, your behaviors is that much more important because the staff has nowhere else to go, but that doesn’t mean that they haven’t quit.”
Here’s why you need to work with us because we use retention as one of those pain points especially with nurses. Nursing retention is on the top of mind for pretty much every executive leader in healthcare. While I say, “If you don’t feel supported if they feel that disruptive behaviors are being ignored, they will leave you.” However, what if you’re in a rural area and you’re the only gig in town? I’m a nurse and this is the only place I can work. If that’s the case, I don’t quit because I can’t however, I disengage.
The nurses in some parts of California make the highest salary than any of the nurses in the entire country. They don’t have a retention problem because the nurses are paid so well. That’s a problem too especially if you’ve got organizations where their nurses are represented by a union. It can add another layer of complexity. What we see is bad behavior continues and it’s much harder to hold these people accountable. Human behavior is so complex. This issue itself is it’s not an easy one size fits all, do these three things and you’ve handled the problem. It’s very complex.
It took a long time to get here. It takes time to resolve it. This conversation has been so fascinating for me. It’s an area that I have a great deal of passion as you do. If somebody wanted to reach out to you, Renee, what’s the best way to contact you?
This has been such a great conversation. I want to thank you for taking the time.
You’re welcome. Thank you so much for inviting me to talk about a very uncomfortable topic. It’s not easy to talk about bad behavior especially when we’re talking about healthcare and the healthcare industry. I’m very grateful that you gave me the opportunity to give another voice to this problem.
Here’s to positive things for 2020 and beyond.
Renee Thompson is on a mission to eradicate bullying and incivility in healthcare. Her company continues to grow as a result of the work and the need for the work that she’s doing. If you’ve found this episode valuable, I’ll ask that you forward it on to someone that you think could benefit from this as well. If you haven’t subscribed yet, please go on and subscribe. Also, it would mean the world to me, if you would leave a rating or a comment because that’s how this message continues to get out there. If you’d like to reach out to me personally, I love getting feedback. I love interacting with individuals on these topics. You can reach me on Instagram @CoachPatrickV. You can reach out to me on Twitter @CoachPatrickV or you can reach out to me by email at Patrick@EmeryLeadershipGroup.com. Until our next episode, I hope you were able to do two things. One is to lead like no other and the other is to rise above your best. Peace.
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About Renee Thompson
When disruptive behaviors go unaddressed in healthcare, bad things happen to patients and employees.
10 years ago, I took a leap of faith to start my own company, RTConnections, LLC. In 2018, I launched the Healthy Workforce Institute. As CEO and Founder, I’m on a mission to create a world where bullying and incivility are immediately rejected and kindness, respect, and professionalism become the new norm.
As the published author of several books, I speak internationally to healthcare organizations and academic institutions, motivating my audiences at keynote addresses, professional conferences, workshops, and seminars.
The demand for the work I do helping organizations eliminate workplace bullying and incivility has grown so much that I recently established The Healthy Workforce Institute. The HWI offers a cadre of services from presentations and workshops to comprehensive consulting and online blending learning programs. We have something for all budgets.
WHAT I DO
We work with healthcare organizations that understand that the way their employees treat each other SHOULD be just as important as the care they provide and are committed to doing something about it.
LEAVE A LEGACY
Through our proven process to create and sustain a healthy workforce, we’re stopping the cycle of nurses eating their young.
I am passionate about helping organizations create professional environments with teams of high functioning, dedicated, and compassionate employees. If you’d like to find out how I can help your organization create a professional and supportive workplace, give me a call, shoot me an email or message me on my contact page.
The way we treat each other SHOULD be just as important as the care we provide.
Contact Renee through her website: