Over the past year and a half we’ve worked to grow and develop as leaders—building our personal resilience, increasing employee engagement, improving the patient experience, and seeking out opportunities for operational innovation.

Our Leadership Quest has helped us connect as leaders, build partnerships across departments, and share our ideas for how we can continue Making More Possible at Trinity Health.

Do you feel like your current job is the “Best Job You’ve Ever Had?” Why or why not?

Does it feel like a fairy tale to create that ideal scenario for you or the members of your team?

Fortunately, meaning, passion, purpose, and significance are closer than you think.

Author, speaker, and cultural researcher Seth Godin surveyed over 10,000 people in 90 countries to find out what exactly makes a job exceptional. Time and again he saw four key responses:

In each of our Triannuals, we’ve emphasized the need for building up our personal stores of resilience.

Operating with a full tank of energy and enthusiasm is essential to our work as a leader. If we do not first ensure that we are fueled and ready to serve, we simply won’t be able to help build up our teams or deliver the care we’ve been called to provide.

Last April, at our very first Triannual, we took a group poll about “What’s on our bucket list?” We were seeking to learn what activities and practices help fill our bucket and allow us enough strength and overflow to serve our patients, families, and teams well.

As we strive to improve personal accountability and ownership and reach for a new standard of excellence, one of the greatest tools we can use to build our ideal future at Trinity Health is to lead with a “Beginner’s Mind.”​

Our new campus gives us a great reset, allowing us to rethink many of our old habitual processes and re-examine if what we’ve always done is the best route to our ultimate goal.

As leaders, we are called upon to set the direction and game plan for our department and key organizational initiatives and our team is looking for us to show them the way forward.

Last week, we worked to take greater ownership in charting our course, adopting the role of CEO of our lives. Just as we must take on the role of a highly engaged, motivated, and attentive executive to manage our own time, resources, and energy well, so, too, we must step into greater focus, intention, and connection in our role as leader to get the very best out of our teams.


We have been given a great responsibility as the leaders of our departments and teams and we must recognize and acknowledge the weight of that great responsibility in order to steward it appropriately.

So far in our Leadership Quest, we’ve been building a strong foundation, defining our purpose as leaders, orienting our work around the Four Focuses of a Leader, and developing our communication skills to better guide our teams.

Our next level of the Quest involves stepping into greater ownership and accountability. We must begin to claim our sacred responsibility to bring our best everyday, pull out the best from our teams, and build systems and structures that help us achieve and measure the success we’re seeking.

Our big moment is finally here and we’ve opened the new campus!

The Healthcare Campus & Medical District will be a huge gift to our community for generations to come and OUR leadership, hard work, tough decisions, and great ideas were poured into every step of the quest that got us to this point.

We have SO much to celebrate as we look forward to this next phase of growth and evolution at Trinity Health. And, we’ve only just begun!

We’ve been sprinting so hard to reach the summit and make it to the peak of finally moving into the HCMD. We’ve flexed our leadership muscles and developed our communication skills, worked to be more collaborative with multiple departments as we coordinate logistics, and done our best to keep our personal resilience reserves strong to buoy us through the transition.

Though we’ve hit our goal and have so much to celebrate, this moment of goal achievement can feel empty and disappointing for some. Through all of the hard work, energy, and effort put into making the move happen we’ve built so much adrenaline and excitement and we’ve bonded with our team through adversity, but as the dust settles, our adrenaline and excitement can begin to fade into confusion and uncertainty.

We’re finally in the midst of all of the exciting change, moves, and reorganization that we’ve been preparing and planning for all year. Some of our departments are starting to make the transition to their new space and all of us are reshuffling and readjusting to the new landscape.

As leaders, we’re running point on many of the crucial elements of this transition, holding all of the details, making key decisions, and directing traffic to keep the transition smooth.