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More Mentor – Less Administrator
By Dr. David Edward Marcinko MBA
[Editor-in-Chief]
The organizational changes necessary for good health care entity operational performance rarely occur without some initiative on the part of management.
IOW: If you want good financial performance, you need to assert the leadership necessary to design and implement needed changes in operations management.
Healthcare Leadership Today
But, healthcare leadership today is not something that is done to people; it is something you do with them.
Today’s successful hospital executive must act more like a leader and mentor, and less like an administrator or manager. They must create trust and collaboration to empower their professional staff, volunteers, and employees.
The Mentoring Paradigm
For some executives, this requires a fundamental shift in mindset. This new mentoring paradigm demands a holistic approach for the total healthcare organization so that the enterprise-wide environment assists everyone to realize their full potential. This maximization of performance is more than just a trendy business concept for leadership.
And, it is more than merely putting on a business suit and expecting results. It is a commitment to being a transparent informed leader. One of the elements in this shift in mindset involves information communication. All relationships involve communication as an element of education, and healthcare leadership is no exception. In fact, what is really enabling is the dissemination of information to all stakeholders and peers.
Assessment
In essence, the leader takes on a more communicative role and thus empowers employees to their full potential. To successfully achieve this, the hospital, nurse or physician executive must have a clear understanding of self and consider human values relative to the role of the health organization measurements and mission. This attention assists the executive to lead with self-confidence and to encourage differing opinions, rather than the opposite.
Remember
Leadership is the driver of all components including Healthcare Information Technology and Analysis, Strategic Planning, Human Resource Development and Management, Motivation Theory and Process Management.
Conclusion
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FINANCE: Financial Planning for Physicians and Advisors
INSURANCE: Risk Management and Insurance Strategies for Physicians and Advisors
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Filed under: Career Development, Practice Management | Tagged: david marcinko, Healthcare Leadership, physician-executives, www.healthcarefinancials.com | 4 Comments »
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