Catholic Health Initiatives

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Family Medicine Physician - CHI LakeWood Health

Catholic Health Initiatives Baudette, MN

One of the nations largest health systems, Englewood, Colo.-based CHI operates in 18 states and comprises 89 hospitals, including four academic…

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Catholic Health Initiatives President and CEO Kevin E. Lofton
Kevin E. Lofton
94 Ratings

    CHI: striving to be the "employer of choice"

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Administrative Assistant in Baudette, MN
    Current Employee - Administrative Assistant in Baudette, MN

    I have been working at Catholic Health Initiatives


    CHI is an organization that is values-based and faith-based with management that strives to provide an environment that respects all faiths, not just Catholic or even only Christian. I appreciate that management relentlessly pursues the achievement of values-based behaviors and standards, regardless of how hopeless it sometimes must seem.

    Employees are hired for "fit", which results in a professional environment that is positive and supportive.

    Employees are offered encouragement to advance professionally through a program that provides funding for education. For instance, a certified nurse aide can take advantage of this program to go to school to become an LPN or an RN.

    Managers take periodic workshops designed to improve their management skills. All employees receive training to help them align their actions with the stated values of Reverence, Integrity, Compassion and Excellence. This is beneficial not only for their careers but also for their personal lives.


    The work environment has become so fast-paced that employees find it difficult to maintain a balanced life. It's frustrating to feel that one does not have enough time or resources to do a job of which s/he can be proud.

    Another problem concerns employee discipline. If one employee is having a problem following rules, whether the reason is forgetfulness, a lack of caring, or a lack of information; rather than discussing it with the employee, the department director is likely to mention the problem at a staff meeting and "remind" the entire department that it is important to follow that particular rule or procedure. The individual employee with the problem may not even realize that s/he is the one who precipitated the reminder. In similar situations, the department manager may speak privately to the employee, but if there is no improvement, there are often no consequences. This is not a consistent problem, but does happen sometimes in some departments.

    Training for department leaders is not thorough, so some leaders have trouble being effective. They may avoid confronting discipline problems or they may be too heavy-handed. Some leaders are so frustrated that they seem to emit waves of negativity at times, and their subordinates feel the necessity to "walk on eggshells" and may try to avoid them altogether.

    Advice to ManagementAdvice

    MODEL THE VALUES! If management is not modeling the values, it is not reasonable to expect the rest of the employees to do so. Everyone gets angry sometimes but management, above all others, should control its expression and always, always, always, give the employees the impression that they are important and cared for--even if the end result has to be termination.

    Managers who snap at employees, who have a hard time with constructive criticism, who spend their days with clouds of negativity hanging over their heads, can be trained to do better. Employees should always feel nurtured and loved. If discipline is necessary, they should come away from it feeling as if they matter, that management cares about them, and that they are important to the organization. These encounters should be positive and uplifting, even as they are clear about the rules and what changes the employee may need to make in order to remain with the organization.

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