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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 |
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Physician Leadership
With more than half of new physicians working as salaried employees, physician leadership is increasingly imperative. Physicians who can motivate teams of skilled staff to deliver quality care and compassionate service keep patients at their door and reimbursement levels high.
http://www.hhnmag.com/hhnmag/HHNDaily/HHNDailyDisplay.dhtml?id=1840006642
Laura
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Doc Hours Vary Widely by Specialty: A New Report
Doctors work an average of just more than 50 hours per week, but their time on the job varies widely based on their medical specialty, according to a University of California at Davis study on physician work hours.
The study, published in the July 11 issue of the Archives of Internal Medicine, looked at family-practice doctors as a basis for work-hours comparisons. Vascular surgeons, at the top of the weekly average work-hours list, spent nearly 18 hours a week more on the job than did family-practice physicians. Pediatric emergency medicine specialists worked nearly nine fewer hours a week than did their family-practice peers.
Other top time-consuming specialties included critical-care intensive medicine, neonatal and perinatal medicine, and thoracic surgery. Occupational medicine, dermatology, and physical medicine and rehabilitation landed with pediatric emergency medicine at the bottom of the list.
In addition, female physicians worked about 12% fewer hours than their male counterparts, and doctors employed by medical schools worked about 6% more hours than did physicians employed elsewhere. Work hours included direct patient care as well as administrative tasks and professional duties.
Source: Christine LaFave Grace, Modern Physician [7/18/11]
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Healthcare Leaders From Other Industries
According to the Healthcare Leaders Survey by Ferguson Partners, Ltd., health industry executives who took part in the survey said the top three outside industries the next generation of healthcare leaders was most likely to come from would be finance (92 percent), followed by the hospitality industry (55 percent), investment (40 percent), and pharmaceutical industry (33 percent). Manufacturing, information technology and the retail/supply chain industries received mentions as well.
Seventeen percent of respondents thought a hospital CEO hired from another industry would be equally effective as someone with healthcare experience, and nine percent thought an outsider could be more effective. The majority (59 percent) of respondents said an outsider would be less effective.
Source: Ferguson Partners, Ltd.
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[…] Understanding Healthcare Leadership Today […]
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