ACNL in Action: Lessons in Nursing Leadership
ACNL in Action: Lessons in Nursing Leadership
Quick Wins for Nurse Leaders w/Tim Darling
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Welcome to ACML in Action, brought to you by the Association of California Nurse Leaders. I'm your host, Charlene Platon. Our guest today is Tim Darling, co-founder of Laudio and president of Laudio Insights. Laudio is a staff relationship management platform that has been instrumental for thousands of nurse leaders in supporting them on their management tasks. With so much data on how leaders relate to their staff, Laudio has been able to glean some insights that they published into a book called Leader Inspired Work. Tim is here to talk about what they've learned and to share some quick wins for nurse leaders. Thank you so much, Tim, for being here. Welcome to the podcast.
SPEAKER_00Well, thank you so much, Jameline. Thank you for having me.
SPEAKER_02Yes, we're so excited to have you and very excited to dive into your work and what you have all learned in terms of your insights. And I want to start with Laudio because some of our listeners might not be familiar with the platform. So can you give us an overview of what Laudio does?
SPEAKER_00Yeah, absolutely. And you actually did it really nicely in your first sentence. But yeah, Laudio is a platform for frontline leaders in healthcare. We um have many nurse leaders on the platform, but we support all roles. So we have environmental services, respiratory therapy leaders, uh, and non-clinical support services and admin functions as well. Uh, Laudio connects many of the existing data systems in the hospital together. It pulls these data in, such as the HRS, time attendance, EHR, um, and scheduling platforms. We have an intelligence layer in the platform that provides thoughtful nudges to busy managers. And so, as we looked at all your data and the data and algorithms that suggest here are a few actions you can take, here are a few ways you can recognize and support your team members that would have great impact. And it allows the managers to easily see and take action on those nudges as well as many workflows as well that they um all in one place.
SPEAKER_02Yeah, that's amazing. It's great to see that there is such a large customer base or really such a large group that LADEO has been able to target. And I know that that includes data from thousands of nurse leaders, from what I understand.
SPEAKER_00Yes, it's been quite a journey. So the company is about eight years old now. We're in about a hundred hospitals nationally, about 10,000 managers. Uh, about 5,000 of those are nurse managers. Um, and one part of the research that we've been you know working on here is building from that data that you mentioned that uh, you know, we have a statistician just going through the data and looking at the impact that the actions that these managers have on outcomes, especially on team member-based outcomes, retention and engagement.
SPEAKER_02Yeah, that is fascinating. And that's great to hear. And and I am curious too about how the research was conducted. You know, can you kind of describe that more in detail, how it all came to be and what you were looking to uncover?
SPEAKER_00Yeah, well, beyond the data, a main part of the book was just based on conversations. So we've been supporting these managers, you know, now for many years. We've had been in conversations with hundreds of these managers in our platform, if not thousands of them, and as well as the executives that we support and serve as well. And so from all those conversations, we recognized that there was something else that we could contribute back to the world beyond the platform, but a resource for frontline leaders that was really actionable and was really based on the work that they do every day, the reasons for that they do it, and some tips and tricks from uh that we had heard and picked up a lot from from managers. Um, so the book has a lot of resources for these leaders. Um and I think they're very complementary to other things that are out there. You know, AONL publishes a lot on leadership competencies, which are important. Um, but we couldn't really find a resource that was quite like this one, which was the voice of you know managers talking about the work that they do and how they do it. And so we um, you know, build a framework of the 25 areas of work and uh in a way sort of hyped in the voice of these um um hundreds of of leaders and their best ideas and tips and tricks and and uh put it all together in one place.
SPEAKER_02Mm-hmm. And that resonates because I think that as healthcare leaders go through their journeys of learning and they step into more of their leadership roles, it it can be hard to find these resources that are specific to nurse leaders, healthcare leaders. So really great to see the research and what you have all published. And I'm sure that part of that has been conversations or insights about what managers have shared as far as challenges go. And I'm curious, were there any surprising insights that stood out about those challenges that nurse managers face?
SPEAKER_00Yeah, well, it was so much fun doing the project. And as you say, the voice of these hundreds of leaders and hearing their stories. So we published some stories in the platform as well as some of these tips and tricks. I think in terms of surprises, well, I think one surprise was that no one had, as far as we know anyway, had quite written this book before. I guess to me, that was surprising. I um I bits of it have been uh there are some great uh you know contributors to the world of nurse leadership in many forms, and you know, between Quint Student and Rose Sherman, there's there's a lot of great resources out there, but you know, we put together uh the way that we put this together, I think, uh was done in a bit of a unique way. So it's to me, it was a bit surprising that we couldn't find anything that was quite like this. Um as I say, the stories, uh, you know, um they were they were surprising. I think they just uh we we we pulled 20 stories, I think, into the book. I think we could have pulled a lot more. Um, but I was just so uh delighted by by hearing them. And really, I think hearing that they're such a common theme across all of them, really, which was the interconnected world that these nurse leaders live in, and the complexities of that interconnected world and how to build uh teams beyond just your your immediate team, the team of the people all around you, the leaders around you, the EVS workers, and all those um other team members. And I think those they were surprising to me how much of that was in there, and it really made the stories very rich.
SPEAKER_02Mm-hmm. Yeah, absolutely. And it is surprising that there haven't been really as many of those resources as you might think, right, with uh healthcare managers or relevant to healthcare managers. So um I myself as a healthcare manager was very excited to see this publication just because it is very relevant. It does cover a lot of rich uh research and insights and things that are very uh very supportive and very relevant for healthcare uh managers, healthcare workers. And I do like the idea you said of kind of the interconnectedness of all these stories. I think that in leadership, we don't always have the ability or chance to connect with each other and actually hear how much in common we have with others. So that's a very, that's a very cool kind of standout insight there.
SPEAKER_00Yeah. No, thank you. I um I think so. I think, and it it also speaks to how challenging this role is, the role of the nurse manager. It's challenging for so many reasons, and it's all the more challenging in an increasingly interconnected and uh complex world of care delivery today.
SPEAKER_02Right, exactly. And in leader-inspired work, there's also mention of quick wins that um healthcare managers can use to support their work and their leadership. And I want to know more about that because how did the research that you all did, how did that research shape the quick wins that are outlined in leader-inspired work?
SPEAKER_00Yeah, the quick wins were I should say they were crowdsourced. We um just went out to the leaders that we knew, the leaders on our platform and managers and executives that we'd work with and knew, and asked them to submit their best tips and tricks, you know, if uh especially more senior managers, what would be the one bit of advice or uh specific guidance that you would give to other managers and collected hundreds of them. Some of them made it into the book exactly as they submitted it. And others we combined and edited a little bit. But uh the quick wins were sort of easiest part of it. They came really directly from the managers themselves.
SPEAKER_02Yeah, that's great. No, I'm glad that that's there because these are little pearls of wisdom that we don't always get access to either or know about until we're kind of years into our journey, right? So so nice to have this collective wisdom that's in this publication as well.
SPEAKER_00Well, I think that's yeah, I think that's right. It's and they're quick wins, meaning the it was for us, it was really important. We're deeply empathetic to how busy managers' lives are. And so we wanted you to be able to open to a particular page under a particular topic, read something that was uh a handful of bullets, you know, and we put it in the in the do this, say this format wherever we can. In other words, you don't have to interpret it. It's just use these words and things that you could do later this afternoon to try it out, that it wouldn't take a lot of time, they wouldn't take a lot of investment. And you know, that's that was the intent with those. I think um I think many of them sort of reached that uh that bar of our expectation for them. But uh that's the the intent of them was that that they would work for a leader that didn't have a lot of time to sit and read about something and didn't have a lot of time to try to apply it. That could be done really easily and and quickly. So hopefully that's um uh that's the case.
SPEAKER_02Yeah, absolutely. And yes, I think those are great starting points for for leaders to dive into as a yeah, as it's said, right, as a quick win. And and it's interesting too, because you know, speaking of um pearls of wisdom, there's a lot in leader-inspired work. And, you know, um, in terms of what you all have talked about in the book, you talk you also talk about the importance of meaningful recognition. And I want to talk about that a little bit more because it's such an important topic. And why do you think that recognition is such a powerful tool for engagement and what makes it so effective?
SPEAKER_00Yeah. Well, there's a couple aspects to that. The first is our data. You know, we have these data from these um thousands of managers and the interactions that they have with their team members. And as I mentioned, we have a statistician who's sort of always working with the data. So we're actually able to measure the impact that meaningful interactions and recognition, moments of recognition have on outcomes. And we present some of that. There's a chapter about recognition and meaningful interactions, and we we we share some of the data there. We've co-published with AONL some of that work as well. And so the data speaks to it. And uh, if you can have a meaningful interaction with each team member each month, uh it has a it has a very statistically significant um and sizable impact on team retention. And for teams with a lot of people, that's that's a high bar, but they're you know part of the book and part of our platform is to help make some of those things possible. I think that's the data side of it. The other side is just from the conversations we had with the managers themselves. And the managers consistently tell us this in the work for this book, but but just broadly, um, just how much they value having meaningful interactions with their team, that that they want to be talking with their team members about the work that their team members are doing, um, and that they they they value that mutual positivity and it's a thing that they want to be doing much more of. So the perennial question on our mind, to some extent, you know, on the mind of of the editors and contributors to the book was how do we free up managers' time? How do we reduce some of the administrative work? How do we help them efficiently have be able to have more meaningful interactions and moments of recognition with their team members because it's the thing that the managers themselves tell us that they want to be doing?
SPEAKER_02Mm-hmm. Yeah, absolutely. It's it can always be such a challenge, right? Of balancing your work as a healthcare leader with other things that you know are important, like recognizing your team and recognizing others. But it can be, it could just feel so challenging with all the constraints and everything that comes up. And do you think that's part of the reason why wet recognition maybe gets pushed down the list sometimes of priorities or from what you've heard?
SPEAKER_00Yeah, I think it's you know, it's um the there's we hear a lot about the cost of administrative work. So managers today, well, you know, there just so many meetings, there's emails, there's scheduling and payroll and compliance, there's all kinds of processes and important as they are, but they can easily fill up your entire day. And then on top of that, recognition can be tricky. I mean, it's nice to be able to go out there and say, great job, you're all doing really well, but that's all right. But to be actually able to see, engage, spend enough time with a team member to see what specifically they're doing well, and how and be able to recognize that it takes time and effort. And especially and then when you have large teams and you have 24-7 teams, uh, this is really, really challenging uh to do. It's a lot, it takes a lot of time to do it. And um, so I think those are the reasons. It is rewarding, it's it's uh, but um it's it's more than a full day to try to fit all of it in.
SPEAKER_02Right, absolutely. And yeah, it does make sense why that would be such a big component of retention. And, you know, along with that, another big factor in retention is onboarding, which is another one, you know, another similar example where it has big potential rewards, but could be really hard to commit time to as a healthcare leader. And so when talking about onboarding, you know, this is another one of those things that gets treated as a checklist, right, rather than a really meaningful integration process. So, what do you think is missing most from onboarding programs and how can nurse leaders really address that or fix that?
SPEAKER_00Yeah, we heard a lot about onboarding in the, you know, the comments and the stories that were submitted for this work. And there are a few things that we heard. Um one was just to work with the HR partner. That most health systems have HR business partners, or depending on what their title is, there's some every nurse manager should have some partner in HR who they know and that they know they can go to, and to really make the most out of that relationship, uh, that that those partners know what tools and processes are available. And the more that they know about you and what you're as a manager trying to do in terms of how you're trying to hire, who you're trying to hire, the more that they know about that, the more that they can make the HR processes you know work for you. I think another thing we heard a lot about was new hire check-ins. They are a common tool. Everyone does some forms of new higher check-ins, but it's uh, you know, the data also shows how important it is for the managers to be personally involved in in meeting and speaking and checking in with and recognizing team members in the 30, 60, 90 uh and so on marks that that building that relationship early is so important. Um and then the third thing that we heard in terms of the story, there's a great story in the book about um, I think it was one of the early chapters, one of the CNOs that contributed talked about how in her organization they uh share different the managers who also share different um roles. And so, for example, in the Medseurge uh service line, one manager might do all of the interviewing, another manager might really focus on supporting all some of the onboarding, and um, another might do the payroll and budgeting, for example. And I think that's a I think that those types of stories are really fascinating to me. It kind of gets back to the interconnectedness and the the big vision of what team is and what teamwork can be. And that's a way to make it work for you, which is if if people are focusing on one thing and doing the thing that they really like and are really good at, you actually get a lot more efficiencies and it's a way to get home a little bit earlier at the end of the day.
SPEAKER_02Mm-hmm. Right. Because it sounds like what makes onboarding difficult to have as a successful tool sometimes is not having, you know, somewhat of that structure in place or kind of that identification of the strengths that everyone can contribute as part of the onboarding process, whether that's, you know, identifying the candidates, or whether that's interviewing them, or whether it's coming up with the actual onboarding orientation, right? There's different, there's so many components.
SPEAKER_00So some different different roles in that mix, yeah. And it's hard for any given manager to be um up to speed or or to devote the time that they need individually to all of those different aspects. But maybe there's some ways that you can tag team across a a few managers to be a bit more, a bit more um individually focused.
SPEAKER_02Mm-hmm. And I do like that approach that you mentioned because when you do have everyone working on their individual strengths, when it comes to the onboarding process, it actually makes the onboarding process much easier to implement too. Because if you're someone whose strength is maybe not interviewing, and then you assign them to interview, yeah, maybe that interview won't be so great.
SPEAKER_00Or maybe it's tax it's mentally taxing. And there's a lot of um, I think we hear it a lot overall managers spend a lot of time mentally transitioning. And I think that's one of the challenges of the role today. There's so many different things. So if I can have a manager in my service line do all of the scheduling or all the payroll, all the budgeting, I can, we we all worked with that person to do it. But if they're largely doing that on behalf of all of us, I don't have to that's one less moment of mental transition that I have to do. So I'm and on the flip side, I might do all the interviewing for all of us. So that's one less moment of mental transition or even physical transition as you're walking up and down the hallway to the interview room. So I think that's um it's a small thing, but it's one of those things that, you know, as we put the book together, you sort of hear, okay, that's interesting. That's an idea. It might not work for everybody in all situations, but it's an interesting idea. And then, and then, you know, that was our hope of the book. It was just a collection of dozens of these little ideas. They might not work for everybody, an individual one, but they do certainly get you thinking about things a little different way. And it's great to be for me, it's a lot of fun just to hear about the creativity now that uh people contribute.
SPEAKER_02Yeah, exactly. It's great because you can, you know, if there's something that you're thinking about, you can, you know, try those methods. Or if you read about other methods that you see in the book, you could try those out rather than having to think of everything all on your own, which is actually what happens most of the time. So that's so that's a nice tool. And I do want to talk about another skill that is difficult to also do well or difficult to devote time to, and that's rounding. So in the publication, you also emphasize the value of rounding, and it's really not just doing it, but doing it well. Yeah. And I want to know what separates a truly effective rounding practice from one that's, you know, just going through the motions.
SPEAKER_00Well, rounding is there's team member rounding, there's patient rounding. Um, team member rounding goes by a few names, one-on-ones, uh stay interviews, and so on. Um, but yeah, the book talks quite a lot. These are two very important work streams that most managers are doing, uh, if not daily, consistently. And I think you managers contributed a lot of tips and tricks and ideas about different ways to make those workflows efficient and effective. And one that comes to mind is the thought of trying to combine team member rounding with patient rounding. Again, it might not work for everybody, but in the spirit of the book, here's an idea that um somebody contributed, which would be is it possible to do your one-on-one check-in with your team member while you are shadowing them as they are doing patient rounding? So you can do a bit of patient rounding yourself as a leader. You can observe them doing their interacting with the patients in their um in their uh um own way. And you can have a conversation with them too about some of the things that you're seeing and that you observe that are working really well. It's an opportunity to recognize them and perhaps an opportunity to engage, checking with them how they're doing, and um possibly to do any corrections along the way too. So again, it might not work for everybody, but it it's just another one of those ideas amongst the dozens that are in there about how some people are trying to bring somebody. efficiencies and to their life. And maybe by doing uh and by doing it um bring something new to the conversations.
SPEAKER_02Right. And it sounds like when it comes to rounding, there's really different types of rounding and different types of uh types of scenarios in which a leader would round and how they might handle those different types of rounding. And I think when it comes to for example like a one-to-one check-in would be different than like a huddle, right? And how you approach some of that. So you know it's great that the book kind of, you know, that it targets like these different rounding practice practices and can share some different tools there depending on what kind of practice the healthcare manager is looking for.
SPEAKER_00Yeah, that's and it's you know a lot of the the book really is about yeah there's lots of dozens and dozens of ideas in there and quick wins and all this, but it really comes down to can you take any of these and make them fit into things that you're already doing. So if you're already doing huddles any of the many of the ideas in the book could be applied in the huddle or if you're already doing a a a monthly meeting can you take some of these and apply it in a monthly meeting and so on. So it I think by taking that mindset it feels a lot less overwhelming oh there's dozens of dozens of ideas I can try but it's really more about maybe I'm not necessarily necessarily doing something completely new. I'm thinking about different ways I can configure or test out new ideas within Huddles, rounding or other workflows that I'm already doing. I I think that was one of the one of our goals. I'm not again I'm not sure we we've got it exactly right all the time but certainly one of the things we were trying for as we were putting these things together.
SPEAKER_02Yeah absolutely and there is a lot to unpack with that and and I know we talked about quite a bit about different quick wins when it comes to engagement and retention of staff and I want to shift gears a little bit too for quick wins for leadership efficiency. And with that can come time management right and time management is such a challenge as you know especially for nurse leaders who are constantly juggling competing demands. And in your research could you tell us about what habits separate the most efficient leaders from those who are feeling overwhelmed well I even the most efficient leaders feel feeling overwhelmed nowadays.
SPEAKER_00I think I think that if if any leader listening to this is feeling overwhelmed, you're certainly not alone by any stretch. And even if you're doing everything right um you're feeling overwhelmed and uh that's part of the challenge of an exceptionally complex world today. I think there aren't horribly many quick wins uh in this particular area to be honest with you. I a couple things we did hear about and there's a couple stories in the books about it but um clarity and focus maybe you know clarity meaning often we hear executives push a number of priorities on their managers. So if there are any executives listening to this I thought that has come up from managers saying you know there's always a a new priority being added but not many being taken away. So it can always feel like there's so many priorities. Well I think that's a conversation that executives um should have with their managers which is to say at this moment these are our two three priorities. There's not 10 um what are the two and three and those can change every time they do but if we add one we take one away and I think and if you're a manager listening and you sort of feel like there's 10 20 priorities um I raise that with your own leader and just ask is there some way we can have some clarity about that and um so I'd start with clarity. But that's a two as I say that involves leaders of all levels coming together and um that's not something a manager can do entirely by themselves. And then the second is just focus. And um that's one where uh we kind of comes back to the idea of the mental switch switching time. And you know one of the things we hear a lot about is the cost of meetings. There's so many meetings and when we're in meetings I hear that this conversation all the time I'm in from managers and I'm in a meeting and everybody's staring at their phone. So I I don't we don't actually talk much about it in the book although maybe if we do a second edition we'll have a whole chapter on this I think because it comes up so much. But um you know I I don't know there's any solutions to it but um I I suppose it could be you know it could be worth thinking about I'm in a half hour meeting and we're all so busy where I've got one eye on my email one on my phone and then the rest of us all do. Maybe we can all just say to each other let's do this meeting in 15 minutes but we'll just look at each other and then we'll go and then we'll go do the emails um for the you know on our own for the second 15 meetings. I I don't know again will that work for everybody but I do think there's this sense of focus it comes down to focus. When I'm in when I'm doing this task I'm gonna do it and then I'm gonna go to the next task and I think as managers so much there's so much going on there's so many priorities and so much work to be done.
SPEAKER_02I think managers report that they're always doing two or three things at once and of course that means there's not a lot of focus and it probably means there's some that we're not um operating um at our most efficient and productive and I like that you pointed out those two key points really for you know uh not just focus but having that clarity and clarity there's so many different layers of clarity too you know who's the appropriate person, what's the appropriate task, uh what's the appropriate so clarity can be even more layered, but even as simple as priorities can be so hard to answer, uh especially if you do have those executive leaders or the people that you're reporting to who have all these priorities which could all be considered you know equally urgent, right? So it makes it challenging for um for managers to to figure what to work on first, which could lead to probably not so much progress for either of those items, right? If they're all kind of labeled the same.
SPEAKER_00Yeah yeah it's there there are some good stories in the book about how to have a meaningful, helpful relationship with your own leader. We talked earlier about the interconnectedness and I, you know, there's stories in the book about nurse managers pulling in EVS team members into training or into their huddles and and working with there's a lot of that but then the most important relationship you probably have is with your own leader. And I there's some stories in there about how to make the most out of that but you'd really have to look to your own leader to help you um fine-tune your the what your real priority should be and see if maybe there's some things that can be taken off the list.
SPEAKER_02Mm-hmm absolutely and on that topic of focus, you know, just trying to complete tasks efficiently working on one thing at a time it's interesting that there is a mention of working on two to three things at the same time because we know that that's uh not probably not the best um way to go about things when it comes to focus. And on that similar vein is meetings, right? Just because like you said, we could be on a meeting and everyone's looking at their phone and and it's no surprise that a lot of people hate meetings, right? In general. And you know there's that classic meme of this meeting could have been an email, right? That can apply to so many different things. Yeah. And so staff meetings can often feel really unproductive for a lot of people uh but they can also be a great leadership tool when they're run effectively. So what would you say is the biggest mistake that leaders make when they're running their meetings and how can they improve them yeah that's well that it's a it's a it's a big topic.
SPEAKER_00I think the we there's two or three things in that I mean there's one level is as you say could this meeting have been an email um there's another level too does the email need to be sent at all? I think we live in a very communication rich world sending an email is virtually no cost to me I can put 20 people on it um what the cost is the 20 people who who now have to open it and engage in it. So so I think as we are meeting owners and email senders first leading by example um you know managers particular you know I'm if I'm gonna have a meeting with my whole team is it worth is it worth their while is it worth my while if I'm gonna send out a note to my entire team is it worth their while am I am I doing all the work on my side so that they have to do as little work as possible on their side in interpreting the communication. But I think this is well a place where you can talk to your own leader and an interesting conversation that you uh a manager could have with their own leader which would be I'm in six, eight hours of meetings every day. Let's look at my schedule and maybe you and I can decide if there's some of these meetings that I don't have to be in and can we take one or two off. And I again doesn't work that doesn't work in every situation. You that have to be based on the relationship that you have with your leader. But um I suspect there are many people in many meetings who could just as soon get the email summary about the meeting at the end and and get and and the value of getting an hour back of your own time may well mean you get to spend an hour with your team and an hour with recognition and all the great things that you want to be doing. And we talked about the things that have great financial value in doing.
SPEAKER_02Mm-hmm. And I like what you mentioned because it really kind of sets standards more for how you manage your emails, how you manage your meetings because I think a lot of times when healthcare leaders start in their roles, they don't see these standards. There's not really a standard for when can we actually meet like people I don't think usually will meet with others and say like hey let's really talk about all the meetings we have on our plate and really talk about do I need to attend? Do you need to attend you know setting some some standards for who could be part of what. And then also having standards for what things would be better served in an email or not in an email at all. So I think all of those different discussions are so important and can really help um healthcare leaders who even those who have been in healthcare leadership for some time to really um be more effective in terms of how they run their their daily you know day-to-day work. And I would also oh and anything to add to that as well?
SPEAKER_00Not at all. I I just say it happens to all of us. It's not specific to healthcare managers, but healthcare managers have so much to do that the cost of of the of the of the of the meetings and everything I think is just it's all that much greater. But yeah, no it's it's it's there's there's nothing in it that is uh unique it's um really it's just a challenge with the world it's so easy for meetings to get put on calendars and it's more work to take them off. It's um it's as you say it's a lot it's it's it's easy to actually even sit around say well we'll take some meetings off the calendar but it takes time and coordination communication to do that. And so I it's um admit admitting all that um it it's uh it's it's one of the things that we touched on in the book a little bit if you have a bit of time to do it and you can get an hour back every week by getting one meeting then that might be an hour you get home earlier one day and so on. And I think this is this is this then begins to build on itself. Okay I freed up an hour and I can work on something else that might be able to free up an hour the week you know in the following weeks and um anyway this is kind of where quick wins maybe start to build on themselves.
SPEAKER_02Yeah absolutely and uh you know to your point too about how we have how healthcare leaders have so much work to manage nowadays in healthcare there's really just a lot of instances where nurse leaders feel like they're just stuck in this cycle of reactivity right just reacting to problems instead of getting ahead of them and is there any way that leaders can shift from having this more reactive approach to their work versus a more proactive approach in their leadership?
SPEAKER_00I mean such a great question you're right the we've talked mostly in this session today about quick wins quick wins are great for getting a few minutes back here and there. They're not going to fundamentally change the the workflows processes and environment. The book also has uh about 60 what we call wins for the future and those are things that are going to take time and a bit of persistence and possibly some investment to get them done. But when you do them they actually do end up building a better platform for you and for your team going forward.
SPEAKER_02Yeah that's wonderful and you know there's so much more we could talk about and so much more gems that the book has but I do want to give you um just one final you know time or to share any last comments or just any ways that any final insights and also any ways that um listeners can find out more about your work.
SPEAKER_00Yeah well thank you Shirley I mean the time has gone by so fast like it's been it's been really fun. So thank you for for putting this together and for having me on. Yes we we've been delighted to support any manager who um in any way we can and if that might mean sending a copy of the book or maybe supporting a book club that you're putting together with other managers or anything like that if if we can please um visit our website at laudio.com slash insights you can download the book there it's also available on Amazon but but it's available for free on the website um there's a lot of other resources some microlearning videos and also if you want to reach out to us you can reach us at insights at laudio.com by email and we'd be happy to support any any way we can great well thank you so much Tim for all of your hard work on this and for sharing your insights and we are so appreciative of your time here today. Well thank you so much for having me.
SPEAKER_02Our guest today was Tim Darling co-founder of Laudio and president of Laudio Insights we'd love to hear your feedback email us at socialmedia atacnl.org and connect with us on LinkedIn and Facebook at ACNLNurse. And as always if you like the show please remember to rate review and share. ACNL in action is presented by the Association of California Nurse Leaders with new episodes on the first Friday of every month. To learn more about the show or ACNL in general visit us at acnl.org. Thank you for listening
