Developing an Effective Medical Staff Department:

From Assessment to Implementation

Session Code: MN15

Date: Monday, September 19, 2016

Time: 2:45pm - 4:15pm

Total CE Credits: 1.5

Presenter(s): Teresa Boyce, MHA, CPMSM, CPCS

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Developing an Effective Medical Staff Services

DepartmentAssess, Analyze and

Implement an Action Plan

Teresa Boyce, MHA, CPMSM, CPCSNAMSS Education Forum 2016

Video

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Learning Objectives

1. Understand the importance of leadership

2. Define and communicate the vision for your Department and establish “Milestone Markers”

3. Identify the strengths and weaknesses of your Department through the use of the Triple A Tool (Assess, Analyze, Act)

4. Understand how to write an assessment and proposal to obtain resources

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Leadership

Leadership is the abilityto stand outside your circle

of influence, see the big picture,

and provide guidance and direction

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GM

E

Staff

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An effective leader is

• A Team Player, not a Lone Ranger

• Assertive, not demanding

• Confident, not arrogant

• Focused and mindful of the bigger picture

• Grateful and humble

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“The “The “The “The greater danger for most of greater danger for most of greater danger for most of greater danger for most of

us us us us lies lies lies lies not in setting our aim too not in setting our aim too not in setting our aim too not in setting our aim too

high high high high and and and and falling short; falling short; falling short; falling short; but but but but setting setting setting setting

our aim too low, our aim too low, our aim too low, our aim too low, and and and and achieving achieving achieving achieving

our mark.” our mark.” our mark.” our mark.” Michelangelo

Developing a Vision

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Sharing Your Vision

• Communicate clearly and consistently

• Paint a picture of the future

• Invite others along on the journey

• Live your vision

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Establish Milestone Markers

Milestones are accomplishments attained as you move towards the realization of your vision.

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1Year

3 year

5 year

Prioritize

• Your vision will drive improvements in your Department.

• There will be times when your focus and timeline will be altered by events or people beyond your control.

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Triple A Tool

1. AssessJudge the quality

2. AnalyzeExamine in detail

3. ActDevelop & Implement an action plan

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Vision

Video

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Assess, Analyze, Act

• Professionalism of the Department

• Staffing

• Technology

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Assess ProfessionalismJudge the Quality

What do you see?

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Assess ProfessionalismJudge the Quality

What do you hear?

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Assess ProfessionalismJudge the Quality

What do you feel?

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Professionalism

ASSESS

What do you see?

What do you hear?

What do you feel?

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ANALYSE

FurnitureCleanlinessAttire

Phone etiquetteGreetingsMusic

Welcoming atmosphereTension

Develop an Action Plan

• How will I address the issues identified?

• What resources will I need?

• When: Timeline

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Assess Staffing NeedsJudge the Quality

• Do you have an adequate amount of staff?

• Do you have the right staff?

• Are you utilizing your staff effectively?

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Do You Have Enough Staff?

ASSESS

Are you constantly behind on basic tasks?

Are you utilizing temporary employees?

Are you granting overtime on a consistent basis?

Is there no time for “extra”, but important projects?

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ANALYSE

Time management or work load; Stress level of employees

Frequency; Effect on budget

Effect on budget (time and a half)

Effect on department and organization

Develop an Action Plan

• How will I address the issues identified?

• What resources will I need?

• When: Timeline

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The Right People On the Bus

The Wrong People Off the Bus

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Do You Have the Right Staff?

ASSESS

Skills

Self Motivation

Attitude

Engagement

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ANALYSE

Computer abilitiesAttention to detailCritical ThinkingAbility to learn

Self managed/directedTakes ownership

Can Do! / Team Player

CommittedGoes above and beyond

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The Right People On the Bus

The Wrong People Off the Bus

Develop an Action Plan

• How will I address the issue?

• What resources do I need?

• When: Timeline

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10

Are You Utilizing Your Staff Effectively?

ASSESS

Skills

Preferences

Personality

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ANALYSE

Computer Meeting managementLeadership

Detailed PaperworkInteraction with leaders

IntrovertExtrovert

Technology

ASSESS

Equipment

Software

IT Support

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ANALYZE

AgeIs what we have adequate (double screens, scanners)

Upgrades up to dateUser friendly – e-faxOnline CredentialingNew software needed

Timely/consistentConsider utilizing a “cloud” based software

Develop an Action Plan

• How will I address the issue?

• What resources do I need?

• When: Timeline

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Triple A Tool

1. AssessJudge the quality

2. AnalyzeExamine in detail

3. ActDevelop & Implement an action plan

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Vision

Write your proposal

• Share your vision

• Assessment of each area

• Recommendation supported by data

• Conclusion

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Write your proposal

• Seek input from colleague(s)

• Revise or rewrite as needed

• Share with Medical Staff Leaders for their support

• Present through the proper channels

• Understand the review process and timeline

• Be grateful

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What if the answer is “NO”

• Sometimes a “no” is just about timing

• Ask for constructive criticism

• Regroup, Reassess, and Revise your strategy

• Don’t give up!

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Learning Objectives

1. Understand the importance of leadership

2. Define and communicate the vision for your Department and establish “Milestone Markers”

3. Identify the strengths and weaknesses of your Department through the use of the Triple A Tool (Assess, Analyze, Act)

4. Understand how to write an assessment and proposal to obtain resources

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QUESTIONS?

Thank youtboyce@kdhcd.org

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Resources

Leadership self assessment tools:

www.mindtools.com/pages/article/newLDR_50.htm

www.dkmanagementtools.com/free-leadership-self-assessment-tool

www.kellogg.northwestern.edu/faculty/uzzi/htm/teaching-leadership.htm

www.saxonsgroup.com.au/blog/leadership/5-leadership-styles-pros-and-cons/

Articles

Leadership Character and Traits www.depts.ttu.edu/aged/leadership/leadchr.htm

Communicating the Vision http://insights.ccl.org/multimedia/podcast/communicating-the-vision/

VideosEmployee Engagement - Who's Sinking Your Boat? - YouTube https://www.youtube.com/watch?v=y4nwoZ02AJM

Apollo 13 movie

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OFFICE ASSESSMENT TOOL

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Professionalism of the office

Assess Analyze Action required

Yes/No

Appearance office furniture, cleanliness, clutter

Customer Service smiles, greetings, phone etiquette

Atmosphere friendly, calm, welcoming or tense, anxious,

angry

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

Staffing – is it adequate?

Assess Analyze Action required

Yes/No

Appropriate coverage

Temp Employees

Over time

The right people on the bus

Current employees, work and attitude

The right people in the right seat

Right tasks assigned to the right people

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

Technology – do you have the tools you need to get the job done

Assess Analyze Action required

Yes/No

Equipment Age, efficiency, more needed

Software upgrades current, meets future needs

Support adequate/timely, the Cloud

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

OFFICE ASSESSMENT TOOL

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Medical Staff Office Processes

Assess Analyze Action required

Yes/No

Credentialing

OPPE

Meeting Management

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

Future Projects

Assess Analyze Action required

Yes/No

Bylaws

Privilege Forms

Policies

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

Other __________________________

Assess Analyze Action required

Yes/No

Recommendation for Improvement, with timeline:

1. _________________________________________________________________________________

2. _________________________________________________________________________________

Resources needed: ___________________________________________________________

Blake and Mouton Managerial Grid

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This theory uses a grid with the horizontal axis representing the leader’s concern with the task, and the

vertical axis representing the leader’s concern with people.

Instructions

Complete the questionnaire and transfer your answers to the columns provided in the scoring section.

Next, total the scores in each column and multiply each total by 0.2. For example, if your first column

(people) answers read as: 5, 3, 4, 4, 3, 2, 5, 4, 3, your final score would be 33 x 0.2 = 6.6. This final score

is plotted along the vertical axis on the grid.

Now, total your score for the second column (task), and plot that score on the horizontal axis of the grid.

Finally, intersect the lines to determine your preferred style: authoritarian, impoverished, integrative,

compromising or country club.

Below is a list of statements about leadership behavior. Read each one carefully, then using the scale

below, decide the extent to which each statement applies to you. For best results, answer truthfully as

possible.

Never Sometimes Always 0 1 2 3 4 5

1. I encourage team participation in decisions and try to use their suggestions.

2. Nothing is more important than accomplishing a goal or task.

3. I closely monitor schedules to ensure tasks and projects are completed on time.

4. I enjoy coaching people in new tasks and procedures.

5. The more challenging task is, the more I enjoy it.

6. I encourage my employees to be creative about their job.

7. When I see a complex task to completion, I verify every detail.

8. I find it easy to carry out several complicated task at the same time.

9. I enjoy reading about leadership, then putting what I've read in the practice.

10. When correcting mistakes, I worry about jeopardizing relationships.

11. I manage my time very efficiently.

12. I enjoy explaining the details of a complex task or project to employees.

13. Breaking large projects into small manageable tasks is second nature to me.

14. Nothing is more important than building a great team.

15. I enjoy analyzing problems.

16. I honor other peoples’ boundaries.

17. I am comfortable counseling employees to improve performance or behavior.

18. I seek further training in my career and use new approaches I've learned.

Blake and Mouton Managerial Grid

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Scoring Section

After completing the questionnaire, transfer your answers to the spaces below.

People Task

Question score Question score

1. 2.

4. 3.

6. 5.

9. 7.

10. 8.

12. 11.

14. 13.

16. 15.

17. 18.

Total Total

Multiplied by 0.2 = Multiplied by 0.2 =

Blake and Mouton Managerial Grid

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In this lesson, we will explore the Blake and Mouton Management Grid, an assessment tool used

by managers to determine their predominant leadership style.

The Two Behavior Dimensions

The x/y axis on the grid consist of two behavior dimensions, concern for people and concern for production.Concern for people is the degree to which a leader considers the needs of employees when deciding how tasks or jobs should be done. This can be personal or professional development. This behavior dimension moves along the y-axis vertically from bottom to top of the grid.

Concern for production is the degree to which a leader emphasizes objectives and productivity goals when deciding how tasks or jobs should be done. This can be rules, policies or performance standards. This behavior dimension moves horizontally along the x-axis from left to right.

Five Leadership Styles

The grid is divided into five possible leadership styles:

Country club leader

Impoverished leader

Middle-of-the-road leader

Team leader

Produce or perish leader

Let's look at the behaviors of several different managers to gain a better understanding of the managerial grid.

Country Club Leader

Dharma manages a few employees at Book Worms Bookstore. She is very concerned about how employees feel. Dharma often covers shifts to cover for late or absent employees. She doesn't want to overwork employees. This means that shelves are not always stacked with the newest novels. Her employees are very happy at work. In fact, her employees even gave her a mug with the words 'World's Best Boss' printed on it. Dharma is a country club leader.

The country club leader has the most concern for people. This leader assumes that if employees are happy, they will work hard. This leader's high interest in the needs and feelings of employees affects productivity. With much of the focus on employee comfort, this leader finds it difficult to punish an employee. As a result, the relationship between employee and leader is very casual, like that of friends.

The country club leadership style is plotted at the top-left corner of the grid and shows the most concern for people but the least concern for production.

Impoverished Leader

Melvin is the manager of night security at MayFlag Appliance Company. He manages a staff of three security guards. Melvin has no plan for security rounds. Security guards wander the warehouse without a clear plan. Melvin also has no plan for employee satisfaction. He does not give compliments or offer assistance to employees. As a result, Melvin's employees are confused about their job and find no joy in coming to work. Melvin is an impoverished leader.

The impoverished leader has the least concern for people and for production. This leader has no system of getting work done, nor is the work environment satisfying or motivating for employees.

Blake and Mouton Managerial Grid

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This leader's low interest in the work and the work environment results in disorganized work, dissatisfied employees and a lack of harmony.

The impoverished leadership style is plotted at the bottom-left corner of the grid and shows the least concern for production and for people.

Middle-of-the-Road Leader

Brandy is the bar manager at Chip's Cocktail Lounge. Brandy directs the bar staff to do their jobs and pays them weekly for their services. She does not push them to upsell drinks or to clean when they are not busy. She does not offer additional training or opportunities to attend bartending contests or events. Guests get their drinks on time alright, but no small talk is exchanged. As a result, her employees are neither satisfied nor dissatisfied with their jobs, and their performance is average. Brandy is a middle-of-the-road leader.

The middle-of-the-road leader has a balanced concern for both production and people. This leader settles for average performance from employees. This leader's balanced interest results in mediocre production and employee satisfaction.

The middle-of-the-road leadership style is plotted in the center of the grid and shows balanced concern for production and people.

Team Leader

Trevor is the manager of On-Time Dry Cleaning. Trevor has a staff of five employees. Trevor requires employees to wash and iron hundreds of shirts a day. He sets high standards for his employees and rewards them with incentives for getting the work done on time. He makes sure each of his employees has cold water to drink while working. He even gives employees breaks throughout the day. But the wash must get done - and on-time. He accomplishes this by setting production goals and works with employees to be sure all of their needs are met. Trevor is a team leader.

The team leader stresses high production and employee satisfaction equally. This leader stresses high production by employees and believes employees who are satisfied will be committed to high production. High trust levels on the part of both the leader and the employee lead to high employee satisfaction and production.

The team leadership style is plotted at the top-right corner of the grid and stresses high production from employees.