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Healthcare Leadership and Management
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The ability to assess and enlist the help and support of others to accomplish a common task or goal, which will meet the needs and expectations of the surrounding environment
A great leader is able to get people to believe what they believe – a shared belief or purpose is a very effective way to inspire a team toward a common goal.
Pygmalion Effect: The greater the expectation place on an employee/person, the better they perform
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Leadership
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Vision – able to see the future and has a clear and exciting idea where the organization is going and what it is trying to accomplish
Courage – willing to take risks to achieve the vision, trust intuition
Integrity – truthfulness is the foundation for trust, and is absolutely necessary
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Great leaders possess traits and qualities that transcends all types of businesses and organizations
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Humility – a good leader will always give credit where credit is due, and have the self confidence to admit a mistake
Desire for service – to be a great leader, your need to help others must be a guiding principal
Strong interpersonal skills – leaders who posses, usually are more successful in their personal and professional lives
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Leadership traits, cont.
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The Patient Protection and Affordable Care Act (ACA), Meaningful Use, Electronic Health Record (EHR)
Reimbursement for healthcare services continues to be cut as the number of “never events” that are not covered by CMS increases
Patient satisfaction scores now affect reimbursement by CMS
Leaders must find smarter, more efficient ways to provide exceptional care for their patients
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Challenges facing leaders in healthcare
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Institutional and agency administrators who say they care about patients, but must reflect overriding budget considerations in every action, confuse and demoralize healthcare workers.
Most individuals in healthcare chose the occupation not because of income potential, but because they have a sense of caring and social justice.
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Leaders are faced with new and ever increasing demands
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Many healthcare workers, including respiratory therapists, are frustrated in their current role in hospitals.
At times, they feel overworked and unable to provide their own standards of quality care
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Healthcare Environment
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Discouraged, frustrated and stressed out healthcare
workers.
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This has resulted in:
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As a leader, it is your responsibility to minimize the frustrations felt by your staff, encourage them to do their best each day, and support them in doing so by being their greatest
advocate.
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Leadership’s responsibility
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Clinical Practice Guidelines
As an example, Promedica has the following CPGs currently available for physician’s use/order:
Bronchodilator, Bronchopulmonary hygiene, Hyperinflation, Vent management & weaning, O2.
By using their critical thinking skills, the guidelines allows the RT’s to use an assessment grid to determine the best care for the patient
Research has shown, this will reduce unnecessary therapy, ABG’s and the number of vent days
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Maximizing an RT’s time
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Respect, belonging, worth, intentional listening
Shared governance – delegation and inclusiveness
Input on policies that affect their jobs
Resources and training necessary to do their jobs well
Clear, frequent and honest communication about issues that affect their jobs
Recognition and reward for doing a great job
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Employee Satisfaction is essential to a successful organization
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Increased productivity and teamwork
Improved moral
Decreased employee turnover
Ultimately, improved patient care and patient satisfaction!
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Happy employees mean:
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Electronics – smart phones, Facebook, Twitter
Multi-Generations at the work place
Different views of the workplace
and workforce (Traditionalists, Baby Boomers, Gen X and Millenials)
Increased demand for a work-life balance
Employee engagement
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As a manager, employee challenges can include:
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Healthcare is very policy driven – policies are developed to ensure consistency with processes and patient safety
Closing the generation gaps-varying degrees of knowledge surrounding today’s technology
Creative employee scheduling (weekend only, 12 hour shifts)
Offer projects for employees to participate in, Professional Enhancement Programs (PEP)
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Resolving challenges
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Computerized Order Entry (CPOE), EHR, Medication Barcode Scanning
CPOE: Physician push back – takes longer, but compliance & acceptance is improving
Employees must be able to adapt to ever-changing computer systems
Learning a new process (like barcode scanning) can cause delays in treatment initially
Merger with a big system – the good and the bad
Collaboration, camaraderie, support
Financial and resource support
Increased time demands and new or different regulations
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Other Challenges…
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Disciplinary action
Failure to follow policy
Arterial puncture
A-Line site managment
Attendance & punctuality
Dependability
Workplace violence
Personal threats
Gun threats
Social media
Facebook posting
Copy name badge for Admin Rx
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Bad Behavior
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Leaders seek to improve the performance of those just under the high performers
Leaders would rather “separate” low performers (Low performers are very time consuming)
Underperformers have minimal interest in improvement
At times, underperformers lack confidence and it is leaderships responsibility to get to the root of the problem
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Underperformers
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