Healthcare Management: Seven Resolutions for ‘07

12/26/2006

Chairman's Message

Traditionally, my New Year’s resolutions tend to involve the Seven Deadly Sins – either staying away from gula (gluttony) or invidia (envy), or efforts to reduce luxuria (lust/extravagance) and acedia (sloth). However, since my move to the monastery (just kidding), I have taken up organic gin made here on the premises which has made me healthy in body and mind. Therefore, I am happy to focus on, while not quite the Seven Holy Virtues, some thoughts on making the most of 2007.

As 2006 draws to a close, many of you will take a look back at the year and examine what worked for your institutions ... and what didn’t. But don’t dwell on it for too long. Before you know it, we’ll be in the middle of January, 2007 looking for answers to many of the same challenges that we dealt with last year.

Make 2007 the year you take specific steps to meet your challenges head on. This way, next December you’ll look back at a most successful year.

My very best wishes for a healthy and prosperous 2007!
rogersig

Healthcare Management:
Seven Resolutions for ‘07

Here are “Seven Resolutions for ‘07” that can put you and your organization on a great path for the New Year:

1. I will put a succession plan in place for each member of my team.

As a leader, it is imperative that I have the right people on my team to assume higher positions of authority as they grow, and even to fill my shoes when the time is right. Having a specific plan in place lets my key people know they have a career path they can count on, which makes them especially committed to the organization. A plan also ensures smooth transitions during unstable times.

2. I will regard retention of my executive team and staff as critical to my organization’s success and strive to lower our attrition rate.

Nothing affects a company’s bottom line and the quality of its services quite like a high turnover rate. Aside from the very significant dollars lost on recruiting, training and developing people who leave after a short period, my organization’s reputation is also on the line. If my hospital isn’t seen in the community as an ‘employer of choice’—a place where people want to work and build careers—my turnover rate will only get worse as time goes on.

3. I will look for opportunities to build a more diverse environment.

I will ask myself if my institution reflects the community it serves. Communities are more culturally diverse today than ever. This includes race, language and socio-economic levels. Ensuring that the demographics of my workforce mirror the people we serve is essential to the success of my organization. We must speak the language of the community, and recruiting and retaining people of diverse backgrounds is the first step in that direction.

4. I will ensure my Nurse Managers get the training and development they need to be successful.

No position in a hospital is more critical to a smooth-running operation than the Nurse Manager. Because this role is “home grown,” our institution identifies potential leaders among the nursing staff and nurtures their growth. I will ensure that we take three steps at my hospital: 1) ensure that we choose the right nurses for management development; 2) provide substantial training to Nurse Manager trainees; and 3) be sure their career paths are well mapped, so that Nurse Managers know precisely how they can grow professionally within my organization.

5. I will prepare myself and my organization for any and all labor relations challenges that may arise over the coming year and beyond, while keeping my eye on fostering openness, inclusion and unity in my workforce.

We all know that an open and pleasant workplace is an ideal for all organizations. In such an environment, employees feel they “have a voice” with management and can openly discuss issues and problems. I will make 2007 the year my organization strives to make our workplace even more friendly to our staff. Not only will any efforts to organize my workforce have a harder time gaining a foothold, but also it’s the right thing to do.

6. I will keep my team engaged with feedback and training.

Study after study show that employees want more feedback and training. Feedback costs nothing, but requires time, effort and focus. I will make 2007 the year I consistently give feedback, recognition and thanks to my team members. I will also make every effort to provide appropriate training for those team members who need or want it.

7. I will examine my plan pour moi.

It’s so easy to consider how other executives and staff in my organization can improve their performance. I will constantly remind myself that, when I point a finger at someone, three fingers point back at me.

This year, I will take an honest inventory of my own management style: Do I embrace the vision and values of my organization, or just give them lip service? Do I do more talking than listening? Have I surrounded myself with competent professionals who are comfortable disagreeing with me, or do I lead a pack of “yes-men” and “yes-women”? Do I fear or welcome change?

I will answer these and other questions about my own effectiveness and growth, and establish plans to improve my performance and myself.

One more bit of advice – toast yourself and the year you had with a lovely glass of bubbly (they make that here at the monastery, as well) and be thankful.

Shameless Self Promotion

Some of our current engagements include:

Cape Cod Hospital – Chief Nursing Officer
Ellis Hospital – Director of Nursing School
Emerson Hospital – Director of Facilities
Goodall Hospital – Chief Financial Officer
Landmark Medical Center – VP Quality
Mercy Medical Center – Director ED
Phoenix Children's Hospital – Director of Pediatric Care
Rhode Island Hospital – Director TICU & SICU
South Coast Hospitals Group – Director of Critical Care
St. Joseph Healthcare Systems – VP of Human Resources
Winchester Hospital – Director of OR

Leadership Quote of the Month

“Any idiot can face a crisis – It’s this day-to-day living that wears you out.”

~ Anton Chekhov, 1860-1904

About Us

LFT, Inc. is a leader in healthcare interim executive management. We work with top hospitals and healthcare institutions across the country to find, place, and support healthcare executives and directors, exclusively on an interim basis. You can find us on the Web at http://www.leadersfortoday.com.

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