The core of any business is people. Most would agree, though few businesses truly respect that statement. Margin over mission, that’s too often the silent mantra. And in that environment, healthcare’s most critical elements — quality and trust — live but feebly.

We know that the second half of healthcare — care — is the differentiator for excelling. And good care is only possible through people who nurture patients and the business of medicine as well.

Stand back. Do you like where you work? Whether you’re the boss or on your way up the ladder, do you believe you and those around you instill trust in your patients? Do you live by the quality initiatives you have set? Are they making the business better? Have patient satisfaction surveys improved? (By the way, did you see the Quality Management in Health Care article in January that says there is no relationship between Medicare-based measures of mortality and complications and the scores assigned to hospitals by JCAHO?)

Look at your business from your patient or client perspective. Are your receptionists’ pleasant and skilled? Do patients complain about long wait times? Are your technologists and nurses sensitive to patient needs and dignities? Are your images available quickly to referring physicians? Is your facility clean and neat? When you look around, what do YOU see?

Although measurable, both quality and trust are entirely subjective. Whatever the patient, referring physician or patient’s advocate thinks is. The perception of quality will make patients travel miles, while the lack of it will have them souring droves on your facility. As for trust, we must earn it well and maintain it, lest it be forever gone.

Learning is a good motivator, and enriched employees breed positive karma. Think about it, does your facility encourage learning and growth? Is employee morale high? Unless you maintain a coveted place to work, especially in these days of employee shortages in vital areas, you will not succeed. Compassion and efficiency do mix.

Do you embrace, welcome and adapt to change? If you recognize but don’t have the authority to change things, appeal to those who do. It will be worth it. If they don’t listen, go someplace that will. And when you reach a goal, set a new one.

Other facilities are thinking harder about quality and trust in these days of heightened competition, higher procedure volumes, lower reimbursement rates, consumer-driven care and older, sicker patients. North Shore-Long Island Jewish Health System, for example, made a bold commitment recently with the Harvard School of Public Health and GE Medical Systems to educate its executives, doctors, managers and employees to “foster growth and lifelong learning” and “advance the organization’s strategic and business goals.”

Long the possession of respected university-based institutions, LIJ looks to break the location and convenience mold by luring patients from far and near who respect and trust its services. Again, it’s all about people — and creating a “power brand” recognized for quality and trust.

I remember the words of a former professor when he wrote me a recommendation as I was seeking my first job out of graduate school. He wrote: “Hire her now, treat her fairly and pay her well, and continually challenge her through education. You will never be sorry you did.” While I did get the job, I can’t speak for its impact on my employer. Yet, I’ve always thought it was good advice.

So wherever your place on the totem pole — push for quality and trust will flourish.

Mary C. Tierney, Editor