https://drfiazfazili.wordpress.com/wp-admin/post.php?post=232 How to Hire the Right Person To Manage SKIMs? Patients and Providers perspective. (some Leads- Op-Ed ) What makes an ideal hospital-based medical leader for an Institution like SKIMS ? Institution & Healthcare, Patient care first; A cross sectional interactive Perspective - What People Patient; Professional & Public expect )...views of healthcare professionals and managers beyond politics & personal preferences. Designated , hospital CEOs have a tremendous impact on the lives of their constituents. Being the chief executive officer of a hospital means being part business leader and part politician, requiring a blend of diplomacy, advocacy, financial management, and above all empathetic sense. And the stakes of this role aren’t just profit and loss, but life and death-Patient experience & satisfaction upholding their and Staff rights. As guardians of some of the world’s key pieces of infrastructure in low & middle income States, with distinct Geopolitical disturbed status ,Super-specialty Hospital like SKIMS are Places of Last hope for patients. If I was delegated responsibility -How to find an ideal? -I would invite an open presentation from eligible applicants or prospective candidates - (their vision; mission, values, and time bound action plan for SKIMS) before assigning them with this responsibility. The waves of change that are rolling onto the shores in healthcare are both constant and unpredictable. When coupled with the magnifying glass put over the industry-because it so greatly impacts every individual-the work of healthcare business, and their leadership is constantly on stage.? What makes a medical practice unique is the direction that practice leaders set for it. As a Health care leader, success depends on your ability to understand and deliver what your patients and their families, your team, the marketplace, and regulators expect. But that’s not enough. Understanding the necessary capacity and capability of your workforce, business partners, and the suppliers of critical goods and services are key to visionary futuristic leadership. Healthcare Management vs. Administration: There are Key Differences; As for physician CEOs, many doctors are willing to step into CEO or other senior leadership or healthcare management positions. However, it’s difficult to find doctors who have the physician credentials and who also have what it takes to serve in a senior leadership management role. Hospital CEOs have a wide range of responsibilities; their work environment and day-to-day lives can vary immensely. In addition to requiring competence as both a professionally competent team leader and a healthcare manager e hospital CEOs are increasingly being called upon to transition and modernize the ailing dilapidated system. Data analytics and the integration of AI are providing new, complex ways to deliver top-quality care. And the industry-wide transition from a fee-for-service model to a value-based service model—one focusing on the quality of services instead of the number of services provided. Can A Civil Executive Run a Professional Institution like SKIMS? Overall, most healthcare experts seem to feel that the healthcare systems are finally moving in the right direction. An international study showed that hospitals run by physicians scored 25% higher in quality care outcomes and patient satisfaction than hospitals run by traditional Civil CEOs.
If You Can't Measure It, You Can't Improve It ; I manage by realistic facts and figures. What you can’t measure -you can’t manage or improve. A gap analysis-.A gap analysis in healthcare is intended to identify gaps in services or processes—instances in which what is happening is falling short of what should be happening—and shine a light on why these gaps exist. Such an analysis is crucial for improving care delivery and outcomes. The CEOS of Healthcare organizations use gap analysis as a tool to help governments and medical providers pinpoint what needs to change Set monitoring, in the current setting and use of key performance indicators for each unit,departmemt even for administrative department at all points of care, taking periodic honest auditable data& review. Clinical feedback to take it an opportunity to improve or do things better way is critical to the success of any hospital function and be accountable . The operative word is “key,” meaning the essential few measures that are critical to achieving your practice’s intended outcomes 6.STRATEGIC PLANNER Essential skills for visionary healthcare leadership is to know the importance of taking intelligent risk.. Success depends on your ability to understand and deliver what your patients and their families, the Staff and regulators expect. To satisfy them all in a high risk with high peoples, politician's and patient expectation is not an easy task-What makes a medical practice unique is the direction that practice leaders set for it. As a leader, success depends on your ability to understand, bring out cohesive team work and deliver what your patients and their families, the marketplace and regulators expect.But that’s not enough Understanding the necessary capacity and capability of your workforce, critics, important for healthcare givers to precisely verify the areas where the hospital management is facing problems with. When practice leaders do not clearly set direction, define performance expectations, create a patient focus, and demonstrate clear and visible practice values and ethics, physicians and other employees are likely to invent their own ideas as to what needs to be done and how to accomplish it.you need policy-procedures- sops for all departments, units .Take mistakes as shortcomings- never use blamr game but an opportunity to improve for the inefficiencies and inconsistent clinical, financial, and patient experience results if your practice staff is working at cross-purposes! Some specific skills and attributes(which I drafted for various hospital and healthcare organizations - a personal presentation ) need to be incorporated for any systems thinker and visionary leader..who want to set some improved standards, clinical best evidence practices . As you read each section, give yourself a score between 1 -(needs serious help / improvement or someone else on your team to take that role) and 10 (outstanding, wouldn’t change a thing). I understand the difference between being a leader and being a boss..A boss says, “GO staff!” A leader says, “Let us go, team!” and leads the charge. The CEO or managing physician needs to clearly articulate the vision and mission of organization . The practice administrator, with input from other key performance indicators, organizational stakeholders, creates the strategy to meet the practice vision and mission and, along with the rest of the team, execute that action plan in time line. A leader can help each unit, department team member understand the valuable part ( their policy procedures, processes, departmental and individual job description's )they play in achieving the organization’s goals and, ultimately, its vision and mission. Your Institution's (SKIMS) practice’s values, those guiding principles and behaviors that embody how SKIMS as organization and staff are expected to operate as tertiary care,referal center , support, and guide the decisions made by every workforce member and pave the right path to achieving the practice’s mission and vision. The example a leader sets will drive the action of their staff far better than words. Am I a sole or team leader -a key part of a leadership system.(motivate staff for team cohesiveness to obtain results. As a leader of a medical Institutions like SKIMS valley's only real tertiary care Health unit , HOW do you lead? We’re not talking about the behaviors you exhibit that “show” you are a leader. We’re talking about the Structure, Process you follow and Q-tools you use to ensure you have the right plan and the right people and the right tools to deliver at a right time to have an exceptional practice and desirable outcome. Although leadership systems can vary, to move the organization in that direction make sure they have the right people at right place and processes to carry out the improvement plans.Our leader has to make sure their entire workforce and other key stakeholders (Staff, vendors, volunteers, civil society ,,patients & families, the community at large , etc.) know the plan and the role they must play in making SKIMS success..it is not one man show- it is not I but we this should be clear message from Leadership or manager who intends to be CEO of this prestigious institute . And exceptional leaders evaluate the achievement of the plan and the effectiveness of their leadership. You know the saying, “Think outside the box?” As Healthcare quality Professional & clinical auditor who has surveyed, inspected & transformed many low performing national & international hospitals in the last few decades, says to “throw the box outside of the window.”, you have to show results within allocated resources. -Has your personal and professional attributes ,leadership experiences made you ready & resilient asking your team-from gate keeper to your Assistants, (brain storming) for their input on improvements, or perform ,perform “Gemba walking ,value stream mapping “to prioritize your action plan in timeline within available resources , is your own voice the loudest in the room? Are you reconnecting to share what will work, what won’t work and what’s missing? Often your front-line team will be the best go-to people for insight on positive change that will impact business performance. How do you promote innovation, initiative and appropriate risk taking? Encourage your staff to challenge the status quo. The one who comes with idea-any idea is a lead (positive or negative. Be agile and avoid long chains of command that require lengthy decision paths. I have a focus on the future of this Institution as included in top ten of the leading healthcare state of art unit at least in Asia in next 5 year.I know the importance of taking intelligent risk.Do you tolerate failure in your practice? You should. As long as taking a risk does not cause personal harm or irreversible loss to the organization, encouraging the exploration of different avenues of improvement can ultimately lead to finding ways to make your practice exceptional. Not all actions are going to achieve the desired outcomes. But if your practice is risk-averse, the ability to improve may be limited. The multidisciplinary nature of healthcare requires a team approach to effectively navigate risks and opportunities. Are You The Best Choice ?SELF ASSESSMENT_ CAN YOU DO IT ? Have These traits to deliver. Changes are rapidly occurring in how we deliver care, what resources are available, the expectations of our patients, new technology, new partnering opportunities, the economy, the needs of our workforce, regulatory requirements, strategic moves by competitors…the list goes on and on. Change is inevitable, but you can plan for it.I manage by fact. I have a “systems perspective” in managing my practice.The Malcolm Baldrige Health Care Criteria for Performance Excellence defines systems perspective as “managing your whole organization, as well as its components, to achieve sustainability.” If you say your practice delivers exceptional patient care on all of your advertising, yet your patient experience survey ratings or your clinical outcomes are in the tank, then your message is a claim, not a fact. The monitoring and use of key performance data is critical to the success of any business. The operative word is “key,” meaning the essential few measures that are critical to achieving your practice’s intended outcomes. The amount of data available to every practice manager can be overwhelming. Find the measures that best represent improved healthcare outcomes, improved patient experience, improved financial performance, and other factors important to your practice. That data should then be analyzed to extract meaning to support the decisions you make, to drive improvement and innovation, and to plan for the future.How to Hire the Right Person To Manage SKIMs? Patients and Providers perspective. (some Leads- Op-Ed ) What makes an ideal hospital-based medical leader for an Institution like SKIMS ? Institution & Healthcare, Patient care first; A cross sectional interactive Perspective - What People Patient; Professional & Public expect )...views of healthcare professionals and managers beyond politics & personal preferences. Designated , hospital CEOs have a tremendous impact on the lives of their constituents. Being the chief executive officer of a hospital means being part business leader and part politician, requiring a blend of diplomacy, advocacy, financial management, and above all empathetic sense. And the stakes of this role aren’t just profit and loss, but life and death-Patient experience & satisfaction upholding their and Staff rights. As guardians of some of the world’s key pieces of infrastructure in low & middle income States, with distinct Geopolitical disturbed status ,Super-specialty Hospital like SKIMS are Places of Last hope for patients. If I was delegated responsibility -How to find an ideal? -I would invite an open presentation from eligible applicants or prospective candidates - (their vision; mission, values, and time bound action plan for SKIMS) before assigning them with this responsibility. The waves of change that are rolling onto the shores in healthcare are both constant and unpredictable. When coupled with the magnifying glass put over the industry-because it so greatly impacts every individual-the work of healthcare business, and their leadership is constantly on stage.? What makes a medical practice unique is the direction that practice leaders set for it. As a Health care leader, success depends on your ability to understand and deliver what your patients and their families, your team, the marketplace, and regulators expect. But that’s not enough. Understanding the necessary capacity and capability of your workforce, business partners, and the suppliers of critical goods and services are key to visionary futuristic leadership. Healthcare Management vs. Administration: There are Key Differences; As for physician CEOs, many doctors are willing to step into CEO or other senior leadership or healthcare management positions. However, it’s difficult to find doctors who have the physician credentials and who also have what it takes to serve in a senior leadership management role. Hospital CEOs have a wide range of responsibilities; their work environment and day-to-day lives can vary immensely. In addition to requiring competence as both a professionally competent team leader and a healthcare manager e hospital CEOs are increasingly being called upon to transition and modernize the ailing dilapidated system. Data analytics and the integration of AI are providing new, complex ways to deliver top-quality care. And the industry-wide transition from a fee-for-service model to a value-based service model—one focusing on the quality of services instead of the number of services provided. Can A Civil Executive Run a Professional Institution like SKIMS? Overall, most healthcare experts seem to feel that the healthcare systems are finally moving in the right direction. An international study showed that hospitals run by physicians scored 25% higher in quality care outcomes and patient satisfaction than hospitals run by traditional Civil CEOs.
Certified Quality Professional (Specialist) for Healthcare & Strategic Hospital (healthcare operations & Accreditation; Disaster Management Planning; Advocate Patient & Family rights (satisfaction; Experience; Malpractice) Patient counseling & Second opinion)
