LeaderDNA HealthDNA™
LeaderDNA Burnout & Resilience Index™
Emergency Department · Sample Unit (Emergency Department, 31 respondents)
Executive summary
Burnout risk is elevated and turnover is likely without intervention.
Sample Unit (Emergency Department, 31 respondents) scored 123 out of 225 on the Resilience Index, placing in the Elevated Risk tier. Burnout risk is elevated and turnover is likely without intervention. The strongest dimensions are Emotional Exhaustion, Community & Team Support, Recovery & Time Off. The clearest priorities are Control & Autonomy, Meaning & Values Alignment, Workload & Staffing Load. 2 of 9 dimensions fall in the At Risk band.
Recommendation
Burnout risk is elevated and turnover is likely without intervention. Focus the next 90 days on Control & Autonomy and Meaning & Values Alignment, which are carrying the most risk in this profile. Reassess against the same dimensions at the end of the cycle.
Your next actions
- 1Treat this unit as a retention priority this quarter.
- 2Assign an executive sponsor to the action plan.
- 3Change at least one structural condition, not just communication.
- 4Hold stay conversations with every staff member.
- 5Re-pulse in 60 days.
Aggregate report. Individual responses are anonymous and are never shown to leaders. Results are released only once the minimum respondent threshold is met.
The profile
Dimension scores
Dimension by dimension
What each score means
Workload & Staffing Load
11/25 · DevelopingWhether the volume, acuity, and staffing level allow safe, sustainable work.
Next action: Audit assignment loads and ratios against acuity and fix the worst recurring pattern.
Control & Autonomy
9/25 · At RiskHow much say staff have over schedule, practice, and how the work gets done.
Next action: Treat control & autonomy as a top-two priority. Give staff decision rights over one real thing: self scheduling, break coverage, or workflow design.
Recognition & Reward
14/25 · DevelopingWhether effort and excellence are noticed and reinforced.
Next action: Build a weekly specific recognition habit tied to observed behavior, not tenure.
Community & Team Support
18/25 · SolidPeer support, teamwork, and whether staff feel they belong here.
Next action: Pick one recurring situation where community & team support matters most and raise the standard there for 90 days.
Fairness & Equity
13/25 · DevelopingConsistency in scheduling, assignments, discipline, and opportunity.
Next action: Publish how assignments, holidays, and opportunities are decided, then follow it.
Meaning & Values Alignment
10/25 · At RiskWhether staff can practice in line with why they entered the profession.
Next action: Treat meaning & values alignment as a top-two priority. Remove one barrier that forces staff to practice below their own standard.
Recovery & Time Off
16/25 · SolidBreaks, predictable time off, and true disconnection between shifts.
Next action: Pick one recurring situation where recovery & time off matters most and raise the standard there for 90 days.
Emotional Exhaustion
20/25 · SolidDepletion, detachment, and cynicism reported by staff.
Next action: Pick one recurring situation where emotional exhaustion matters most and raise the standard there for 90 days.
Intent to Stay
12/25 · DevelopingStated likelihood of remaining on this unit and in this organization.
Next action: Hold stay conversations with every staff member and act on the top two themes.
Where you stand
Strengths and priorities
Top strengths
- •Emotional Exhaustion: Staff report they can still engage emotionally with patients and each other.
- •Community & Team Support: Staff cover for each other without being asked.
- •Recovery & Time Off: Breaks happen and time off is protected.
Development priorities
- •Control & Autonomy: Give staff decision rights over one real thing: self scheduling, break coverage, or workflow design.
- •Meaning & Values Alignment: Remove one barrier that forces staff to practice below their own standard.
- •Workload & Staffing Load: Audit assignment loads and ratios against acuity and fix the worst recurring pattern.
Risk factors
Low control turns capable clinicians passive and resentful.
Moral distress, not workload alone, drives experienced clinicians out.
Sustained overload is the single strongest predictor of clinical turnover.
What to do about it
Coaching focus and 90-day plan
Coaching recommendations
- •Control & Autonomy: Form a unit practice council with an actual budget of decisions.
- •Meaning & Values Alignment: Close the loop on the ethical or quality concerns staff raise.
- •Workload & Staffing Load: Change one workload rule staff name, and report back what changed.
- •Share the unit results back to staff within two weeks.
- •Pick the single lowest driver and ask staff what would change it.
- •Work Control & Autonomy: Form a unit practice council with an actual budget of decisions.
- •Change one scheduling, workload, or staffing rule staff named.
- •Report what changed and what did not, with reasons.
- •Work Meaning & Values Alignment: Close the loop on the ethical or quality concerns staff raise.
- •Re-pulse the unit and compare the driver scores.
- •Move the second driver into the next cycle.
- •Work Workload & Staffing Load: Change one workload rule staff name, and report back what changed.
Closing note
This profile is a snapshot, not a verdict. Work the two lowest dimensions deliberately for one quarter and reassess, the movement will tell you more than the first score did.