Black History Month Leaders: Faye Elliott


This February, join us as we celebrate Black History Month by spotlighting the LifeBridge Health leaders who have forged paths of progress and change. Throughout the month, we'll feature profiles of influential figures whose courage and contributions have left an indelible mark on our organization. Today, we are honoring Faye Elliott, Ambulatory Care Manager at Sinai Hospital.


Q1. What did you major in during undergrad and grad school?
I attended Tuskegee University and received my Bachelor of Science degree in Nursing in 1992. I attended Chamberlain University and received my graduate degree in Nursing Education in 2023.


Q2. Where did you work before LifeBridge Health? What leadership position did you have prior. Can you talk more about that?
Prior to coming to LifeBridge Health in 1995 as a staff nurse in the ICU, I was a travel nurse. I completed a PCU assignment at Sinai Hospital and other hospitals throughout Baltimore and New Jersey. I left for a few years and returned to Northwest Hospital in 2002 after having my daughters. I relocated to New York, where I am from, in 2002 for a position at Winthrop Hospital and returned to Maryland in 2006 at Northwest Hospital as a staff nurse in the ICU, and I have been here ever since.


Prior to my current position, I was the Clinical Care Coordinator for Stroke at Northwest Hospital for seven and a half years. I managed the everyday operations of their stroke program, which included implementing COMAR regulations related to stroke in alignment with the American Heart Association and Brain Attack Coalition. I was responsible for the designation and redesignation at a Primary Stroke Center in Maryland. I was also responsible for data analysis, developing protocols and order sets, training and in-services for team members, providers and community partners. Northwest Hospital received several national awards and recognition for our stroke outcomes under my tenure.


Q3. Speak a bit about your role now.
Currently, I am one of the managers in ambulatory care management for community care coordination, where I am responsible for the everyday operations of the program with a focus on collaborating with our community partners in the Northwestern regions. I supervise a variety of team members from a multidisciplinary approach that includes community health workers, social workers and registered nurses to ensure that we are providing patients with the most up-to-date community resources, disease management and education, tools to achieve self-efficacy, reduction in hospitalizations and readmissions as well as staying in alignment with LifeBridge Health goals. I am also directly involved with the development and enhancement processes of the ACO with the aim of improving the clinical experience and satisfaction of services for patients and/or physicians.


Q4. Name your facility. (e.g., do you work for LifeBridge Health or Northwest Hospital, etc.)
Sinai Hospital.


Q5. Elaborate on operating in two worlds daily? Also, tell me more about your experience and trying to climb the ladder of success in healthcare. Did you feel like you had to work harder? Were obstacles thrown your way? Did you feel as if you had to prove yourself?
I must say operating in two worlds daily hasn’t been that challenging for me. I have been with LifeBridge Health in a variety of roles and have developed positive working relationships throughout the system, which has helped me navigate most issues or concerns that I may have. I would say I am most impacted by work-life balance and knowing when to stop working, especially when I have a project I am working on. I’m not saying that I have not experienced pushback or needed to be assertive to get something done because I have on several occasions. I would say it’s how you present yourself objectively, with respect for others, along with having data that will help you get through those difficult experiences.


Moving up the leadership ladder has not been hard for me. I have always been a tenure nurse in the clinical setting, so I had no issues with precepting others, taking on the role as charge nurse then clinical leader. I was on light duty and when an immediate need/opportunity arose for my past manager, I was asked to assist with Northwest Hospital’s stroke program which landed me the position full time. Prior to my current managerial position, I was a staff nurse on the team but was the most tenure registered nurse since community care coordination had been in place. I applied for the manager’s position with the hopes of directly impacting the program outcomes, building up and supporting my fellow team members to improve patient outcomes. It has not been easy in my transition to manager in this current role. I found myself having to work hard at getting my team members to see me in the leadership role versus as their peer. It has taken the last two years along with attending ongoing leadership courses, in-services and my directors support for me to feel competent in my role.


As with any new position, there will be obstacles and people who will do their best to make you feel inadequate. I am not one to bury my head in the sand and not stand up for my ability to manage, lead or secure my place in a role that I feel was meant for me to be successful.


Yes, I had to prove myself not only to my department, peers, system leadership teams and community partners in which I interact with every day. I realized a long time ago in the nursing field that you must stay prepared and ready for whatever comes your way. You must not allow others to define who or what you are and must take an active stance in ongoing education, acquiring knowledge and skill sets that will build you up as an individual, leader and overall good person despite what others see you as capable of doing.