2026 Annual Conference

Emily Hamilton, MA, Senior Director, and Amy Van Gundy, MHA, Operations Administrator, Mayo Clinic - Rochester

This session explores compassionate leadership principles applied during challenging employee performance management scenarios, including terminations. Drawing from Compassionate Leadership: How to do Hard Things in a Human Way by Hougaard and Carter, the presenters implemented the Wise Compassion Flywheel framework: caring presence, caring courage, caring candor, and caring transparency. This approach contrasts with traditional leadership by prioritizing emotional understanding and relationship management while maintaining accountability. Results showed positive outcomes for leaders, teams, and organizational performance, validating compassionate leadership as an effective strategy for managing challenging employee behaviors while preserving dignity and emotional safety.

Upon completion of this activity, learners should be able to:

1. Apply the Wise Compassion Flywheel framework (caring presence, courage, candor, and transparency) to challenging performance management conversations

2. Integrate compassionate leadership principles with accountability measures to address difficult employee behaviors effectively

3. Demonstrate self-compassion and emotional intelligence while navigating challenging leadership scenarios, including gender-specific considerations

Intended Audience: Chief Executive Officers, Chief Human Resources Officers, Chief Operating Officers, Vice Presidents of Human Resources, Department Chairs, Medical Directors, Practice Administrators, Health System Leadership Development Directors, Talent Management Leaders, Physician Leaders, Nursing Leadership

Lindsay Parson, MBA, Clinic Operations Coordinator, and Andrea Christensen, MBA, Manager, Mayo Clinic - Rochester

This poster presents outcomes from implementing a centralized, specialized administrative support role to address overwhelming electronic task volumes in healthcare settings. The pilot project centralized electronic tasks including prescription refills, episode notifications, forms completion, and clinical correspondence into a specialized expert role, allowing remaining staff to focus on direct patient care and high-priority interactions. Implementation included standardized workflows, volume and turnaround time tracking, and weekly feedback sessions for iterative improvements. Results demonstrated dramatic impact: Staff satisfaction with workload increased from 73% to 100%, with zero staff reporting feeling overwhelmed post-implementation.

Upon completion of this activity, learners should be able to:

1. Design and implement centralized administrative support models that improve staff satisfaction and operational efficiency in healthcare settings

2. Apply data-driven workflow analysis to identify process gaps and optimize task delegation strategies

3. Utilize iterative feedback mechanisms and standardized tracking systems to enhance task completion rates and reduce staff burnout

Intended Audience: Chief Operating Officers, Chief Administrative Officers, Vice Presidents of Operations, Practice Administrators, Clinic Managers, Ambulatory Care Directors, Operational Excellence Leaders, Workforce Development Directors, Human Resources Leaders, Department Administrators, Healthcare Process Improvement Specialists

Carrie Deetz, Clinic Operations Manager and Robby Naatz, Clinic Operations Coordinator, Mayo Clinic - Rochester

This poster presents outcomes from a two-year care team optimization initiative addressing role realignment challenges across 10 primary care sites. Initial implementation faced significant change management barriers, including staff uncertainty, perceived misalignment with job expectations, lack of recognition, and inadequate progress visibility. The organization implemented targeted solutions: specialized training modules, on-site training specialist support, refresher sessions, and structured recognition programs celebrating individual and team achievements through written acknowledgment, verbal praise, and departmental celebration events. The initiative successfully overcame resistance through deliberate change management, embedded training support, and transparent metric tracking, providing a replicable framework for healthcare organizations navigating complex workflow transformations.

Upon completion of this activity, learners should be able to:

1. Apply change management principles including recognition strategies and structured communication to overcome resistance during role realignment initiatives

2. Develop goal-setting frameworks with flexible timelines and real-time metrics to track progress and ensure accountability in care team optimization

3. Implement cross-functional collaboration strategies and training support systems to enhance team alignment and sustain workflow improvements

Intended Audience: Chief Operating Officers, Chief Nursing Officers, Chief Medical Officers, Vice Presidents of Operations, Practice Administrators, Care Transformation Directors, Workforce Development Leaders, Change Management Directors, Ambulatory Care Leaders, Quality Improvement Directors, Department Chairs, Clinic Managers

Carrie Deetz, Clinic Operations Manager, and Robby Naatz, Clinic Operations Coordinator, Mayo Clinic - Rochester

This poster presents a comprehensive initiative addressing training inconsistencies and competency gaps for non-licensed delegates in primary care settings. Through multidisciplinary collaboration involving nursing, operations, and education specialists, the organization developed a standardized framework encompassing role-specific training modules, structured competency evaluations, and transparent performance tracking. Key developments included a Medication Refill Training Flyer, detailed Immunization Training Module, and standardized best practice training covering patient intake, medication reconciliation, and vital signs. The initiative implemented site-based, role-specific leads to conduct observations, fostering trust and credibility while evaluating 312 individuals. Transparent communication explaining the "why" behind processes secured staff buy-in and engagement. Results demonstrated meaningful impact: The current average for transitioning rooming responsibilities to non-licensed delegates reached 85.9%, with 6 of 10 sites achieving the 90% benchmark. Staff feedback indicated improved role clarity, confidence, and workflow efficiency. This scalable model provides a replicable approach for healthcare organizations seeking to upskill non-licensed staff while maintaining nursing standards and improving care delivery consistency.

Upon completion of this activity, learners should be able to:

1. Design collaborative, role-specific training frameworks that standardize competency expectations for non-licensed delegates while maintaining nursing standards

2. Implement structured observation and evaluation processes using site-based leads to improve credibility, accuracy, and staff buy-in

3. Apply transparent communication and performance tracking strategies to secure stakeholder engagement and drive accountability in workforce development initiatives

Intended Audience: Chief Nursing Officers, Chief Operating Officers, Vice Presidents of Nursing, Nurse Educators, Workforce Development Directors, Practice Administrators, Clinical Training Directors, Ambulatory Care Leaders, Quality Improvement Directors, Department Chairs, Competency Assessment Leaders, Healthcare Education Specialists

Michelle Norland, Manager, Project Management & Value Creation, Dept Radiology, and Eric Burton Reeve, MBA, CAHME, Administrator, Department of Radiology, Mayo Clinic-Rochester

This poster presents an innovative workforce transformation initiative in an MRI department enabling remote work for nontraditional roles and implementing remote scanning capabilities. MRI leaders collaborated with frontline staff to redesign workflows, establish secure communication channels, and maintain high-quality patient care standards while adapting to remote operations. The initiative implemented both vended and non-vended software solutions facilitating remote scanning, improving quality metrics, and supporting regional frontline staff. Implementation addressed technical and logistical considerations including software integration, data security, and healthcare regulatory compliance. Training strategies ensured staff adaptation to new technologies and role expectations while maintaining engagement and motivation. Results demonstrated significant impact: 20% improvement in staff satisfaction and employee retention, with corresponding cost savings through reduced turnover and increased operational efficiency.

Upon completion of this activity, learners should be able to:

1. Design and implement remote work structures for nontraditional clinical roles using vended and non-vended software solutions while maintaining quality and compliance standards

2. Apply workflow adaptation strategies and secure communication protocols to enable remote scanning capabilities across multiple sites

3. Evaluate the impact of remote work initiatives on staff satisfaction, retention, and operational efficiency using data-driven metrics and cost-benefit analysis

Intended Audience: Chief Operating Officers, Chief Information Officers, Radiology Service Line Directors, Imaging Directors, Vice Presidents of Operations, Workforce Innovation Leaders, Healthcare Technology Directors, Remote Work Strategy Leaders, Department Administrators, Quality Improvement Directors, Telehealth Program Directors

Morgan McDowell DNP, APRN, AGPCNP-BC, WHNP-BC, Director of APP Education, and Robbie Price FNP-BC, MSN, MBA, Director of APP Operations, Centra Medical Group

This poster presents a comprehensive Advanced Practice Provider (APP) retention strategy that reduced turnover from 18.9% to 11.6% over two years at Centra Health, yielding over $1 million in annual cost avoidance. The initiative implemented five evidence-based pillars—Promotion, Pay, Presence, Praise, and Potential—creating intentional leadership structures, data-informed interventions, and a culture valuing APP contributions. Results demonstrate that proactive, multipronged approaches to APP engagement directly impact care continuity, team morale, and organizational sustainability, offering a replicable playbook for healthcare leaders seeking to address retention challenges.

Upon completion of this activity, learners should be able to:

1. Implement evidence-based retention strategies across five key pillars (Promotion, Pay, Presence, Praise, Potential) to reduce APP turnover and achieve measurable cost savings

2. Apply data-informed engagement tools including stay interviews, advancement rubrics, and recognition programs to foster APP belonging and professional development

3. Develop actionable retention initiatives that improve care continuity, team morale, and financial sustainability within 90 days of implementation

Intended Audience: Chief Executive Officers, Chief Medical Officers, Chief Nursing Officers, Chief Human Resources Officers, Vice Presidents of Medical Affairs, APP Practice Leaders, Physician Recruitment and Retention Directors, Workforce Strategy Leaders, Department Chairs, Practice Administrators, Talent Management Directors

Sonia Martindale Mathern, MBA, MHA, Principal Business Analyst; Karen Reinschmidt, MS, Principal Business Analyst; and Jennifer Walter, MS, FACHE, Vice Chair - Administration Operations, Mayo Clinic - Rochester

This poster presents a comprehensive change management competency initiative addressing critical gaps among 500 nursing leaders at Mayo Clinic's Department of Nursing. The program emphasized four core objectives: reinforcing change readiness foundations using industry-backed data showing seven-times-greater project success with formal methodologies; establishing robust sponsorship models through active visibility, building coalitions, and communicating effectively; implementing the sequential Prosci® ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) model; and applying practical change readiness tactics including resistance management and coaching templates. Results demonstrated significant impact: Familiarity with change management frameworks increased from 60% to 93%, and confidence in developing strategies rose from 44% to 84%, equipping leaders to navigate healthcare's fast-paced environment effectively.

Upon completion of this activity, learners should be able to:

1. Apply the Prosci® ADKAR framework and change management iceberg concept to address both visible and hidden barriers in organizational change initiatives

2. Implement effective sponsorship models using the ABC approach (Active visibility, Building coalitions, Communicating) to drive change adoption and coalition support

3. Utilize change assessment and coaching preparation tools to manage resistance and build desire among team members during change transitions

Intended Audience: Chief Nursing Officers, Chief Operating Officers, Vice Presidents of Nursing, Nursing Directors, Department Chairs, Change Management Leaders, Organizational Development Directors, Leadership Development Directors, Quality Improvement Leaders, Healthcare Transformation Directors, Project Management Officers