7 strategies healthcare leaders can use to turn around toxic workplace culture

Editor's Note

Culture change in healthcare does not come from quick fixes or sweeping overhauls but from steady, intentional leadership, said transformational consultant Priscilla Myers on a September 10 article published by the Healthy Workforce Institute and authored by speaker, author, and consultant Renee Thompson DNP, RN, FAAN. Myers shared her experience leading a stressed NICU team and outlined practical strategies any leader can use to shift workplace dynamics toward safety, trust, and accountability.

The article explains that healthcare teams often operate under heavy strain from staffing shortages, long hours, and constant change. Leaders stepping into these environments may feel compelled to act immediately, but jumping to solutions without understanding root causes often misses the mark. Problems such as unclear expectations, poor structure, unaddressed disruptive behavior, or communication breakdowns must first be identified.

Myers emphasized that leaders should start by listening. Simple one-on-one check-ins can reveal frustrations and priorities. Inviting staff into decision-making also builds buy-in, as when Myers’ team co-designed new shift schedules. Creating psychological safety is another core element, where transparency and peer accountability make it safe to speak up.

Equipping staff with practical tools strengthens these foundations. For example, communication training helped her team collaborate more effectively with each other and with physicians and families. Myers also stressed the importance of modeling desired behavior, noting that respect and accountability must be demonstrated consistently by leaders.

Vulnerability further builds trust. Myers openly shared her learning curve as a new leader, which encouraged her team to grow alongside her. At the same time, she warned against letting disruptive behavior fester. Leaders should address problems within 48 to 72 hours to prevent assumptions and resentment from taking root.

The article notes that transforming culture is ongoing work, not a one-time project. Small wins, steady reinforcement of values, and consistent accountability sustain progress. As Myers put it, leaders do not need to change the entire system to create transformation. By standing firm in values and refusing to accept harmful norms, they can spark culture change one team at a time.