Across departments and professions, our leaders apply business, leadership and interpersonal skills to distinguish the great work of our hospital. Our primary task is empowering our employees to completely focus on the patient. From the top down, we make ourselves known and accessible. We maintain high standards of excellence—for the benefit of all employees and our patients.
We foster participation and collaboration through sound decision-making and compelling communications. That’s why you’ll regularly find leaders out in the hospital.
The challenge is not dividing and conquering but developing trusted and lasting partnerships. Our leaders help make the phenomenal possible.
Defining Our Role
“I know how hard everyone is working to achieve the highest levels of patient satisfaction. I think we do a terrific job at managing the difficult and complicated cases. Yet it is often the simplest, day-to-day interactions that can have the most impact on patient satisfaction, and we need to focus on these.”
-- Dr. Steven J. Corwin, MD CEO of NewYork-Presbyterian Hospital
We accomplish the work of our hospital through our people. And, at NewYork-Presbyterian Hospital, our people are capable of the awe-inspiring and proudly build continuous improvement into all they achieve. As leaders, our over-arching purpose is to remove the barriers and improve the processes that place our full attention on the patient care experience.
Since the expectations for leadership and management are sharply defined at NewYork-Presbyterian, a comprehensive learning curriculum is in place to support basic and advanced competencies. To achieve, our leaders display proven business, leadership and interpersonal skills:
Every day, new discoveries and improvements are made. NYP has taken a proactive approach to the challenge of health care reform by rolling out institution-wide initiatives, such as the HERCULES cost-savings program. On Patient Experience Fridays, we find new ways as a hospital to exemplify best practices. We enjoy great collegiality and take the work, but not ourselves, extremely seriously. Our leaders are often born within our walls but may also journey to us from elsewhere. We leverage our strong clinical foundation to push the boundaries of care in the present day. Join us all in Making It Possible.
Rewards and Recognition
Every year, we host the 20-Year Gala, 10- and 15-Year Breakfast Receptions, Employee Appreciation Day and Patient Centered Care Awards. Each month, quarter and end of year, you’ll honor employees at every campus for exemplary actions. These awards range from the Care Award, a monthly honor for putting patients first, to the Nurse of the Year, PA of the Year and Physician of the Year.
Your guidance will help our clinical and non-clinical teams continually restore the very sick to rewarding and functional lives. There’s also a strong leadership element to our work in terms of compliance, regulations and high standards. But the work is beyond rewarding. We’re a growing and evolving team. The mantra “We Put Patients First” places everyone on a path of empowerment.
Incredible Programs and Initiatives:
At NewYork-Presbyterian, our patients and families are at the core of everything we do. They are our very first priority and we are committed to providing them with an outstanding patient experience. As we continue to strive for excellence, we have launched a new initiative called Patient Experience Fridays.
This program will build upon Patient Safety Fridays, our innovative, highly effective communication and education mechanism that has enabled the Hospital to significantly improve its quality and safety performance. Training Magazine recognized Patient Safety Fridays as an “Outstanding Training Initiative” for the year 2010.
Patient Experience Fridays focus on how we can work together to deliver the best possible experience to our patients and families. Every Friday morning at 8:00, more than 1200 staff leaders gather for educational sessions across our six campuses. Together, we discuss opportunities for improvement, best practices and learn from real patient stories. Every leader is expected to attend. It’s an unprecedented organizational commitment, but one we’re proud to make week after week.
With cell phones off, we discuss patient-focused quality issues. Leaders then break from the meeting to round throughout the hospital and meet with front-line staff. Returning to the meetings, we formulate a plan of action to improve on points of concern. These conversations bring together people of all disciplines and continually reaffirm our focus on the patient experience.
At NYP, we’re committed to personal growth, without question. Opportunity is here and now. We view it as our responsibility and mission to hasten you to the next career step. That’s why we have the Emerging Leadership Council (ELC) for our Master’s-prepared colleagues with less than 15 years work experience: to provide regular interaction with our most senior leadership.
The ELC is an exciting informal networking group affiliated with the highest levels of senior leadership. Professionals from all six sites (and representing over 40 different departments) regularly meet to connect with people of their tenure, expand their knowledge base and grow their careers. Members enjoy a bi-annual meetings with Dr. Laura Forese and an impressive speaker series, informal networking events, philanthropy events and more. In addition, the ELC assists with the recruitment, mentoring and support of the summer graduate interns. This is just another way that senior leadership commits to developing top talent.
Talent Development program inspires our leaders to build more effective, cohesive teams. Talent Development works with leadership to maximize each employee’s and every team’s capabilities and commitment. Together, we promote ongoing development through continuous learning in areas such as program development, people development, technology and recognition.
Leaders enjoy a diversity of opportunities to mentor and guide team-members. These include both formal and informal programs. We find mentoring not only boosts collaboration but also informs and guides career paths, from clinician to supervisor to manager to director.
Housekeeper → Unit Assistant → Inventory Management Coordinator → Sky’s the limit
One of our colleagues at NewYork-Presbyterian Morgan Stanley Children’s Hospital was working as a Housekeeper. He was talented and compassionate. Patients really liked him. He aspired to make his career at NewYork-Presbyterian. So, he approached the Vice President of Operations of his hospital for career advice. He confided that he was interested in pursuing a degree to become an imaging tech, but he wasn’t sure which modality to pursue.
The Vice President of Operations saw something in him and took an interest in his career growth, recommending him for an opportunity as a Unit Assistant in the ED while he went to school. Thriving in the ED, he was promoted to Inventory Management Coordinator and now even serves as a guide for VIP board members visiting the hospital. He continues to climb and pursue his degree.Awards and Recognition
Phyllis Lantos, Executive Vice President, Chief Financial Officer and Treasurer, was recently named among the 150 Hospital and Health Systems CFOs to know by Becker's Hospital Review. She was recognized for both her work at the Hospital and with the NewYork-Presbyterian Healthcare System.
Aurelia Boyer, Senior Vice President & Chief Information Officer, was recently named as one of the "100 hospital and health system CIOs to know" in 2015 by Becker's Hospital Review. The list highlights CIOs from across the country who "have demonstrated excellence in leadership by tackling the challenging world of health IT and innovating during a time of change in the industry."Read More
Cam Patterson, MD, MBA, SVP and Chief Operating Officer, NYP/Weill Cornell, has been honored with the 2015 Distinguished Scientist Award from the Board of Trustees of the American College of Cardiology. Recognized for his outstanding contributions to the cardiovascular profession, Dr. Patterson is a world-renowned leader in the field of molecular cardiology, credited with fundamentally transforming the way in which the scientific community views cardiology research.
Doctors initially told Danion’s mother that there was no way to save him. But his mother pushed on and came to NYP, where they agreed to accept the case. His surgeon, Dr. Mark Souweidane says, “It was one of the largest tumors I’ve ever seen.”