Usted es un profesional de la gestión de la salud. ¿Cómo se pueden evitar los problemas más comunes?

While at Oracle, I fell in love with a very simple solution - if you can write a problem down clearly, specifically, and succinctly - you have already solved half of it (this is based on Kidlin's law). There is a reason that white papers (2-3 pagers) abound across health tech; as your understanding of the problem matures you can easily iterate the document. It's easy to send to collaborators and bring in different viewpoint, levels of expertise, as well as stakeholders to build consensus. Creating goals and metrics becomes a byproduct of the document. Its easy then to turn this into cross organization work streams since everyone has already "bought in".

Importante que a comunicação seja coerente. Muitas vezes se comunica um propósito ou motivação para uma ação e as atitudes cobradas e metas são antagônicas a mensagem. Lidamos com pessoas adultas que entendem isso e respondem de maneira pior do que se uma mensagem ruim fosse exposta claramente. Boa parte do engajamento das pessoas deriva de uma mensagem clara, honesta, coerente e empática à equipe.

Due to the healthcare crisis and its current stresses, communication in healthcare is unique. It can be critically important, as so many lives depend on its effectiveness. It shapes patient experiences, outcomes, and the dynamics in a team of healthcare professionals. In a crisis, emotions can run high, and tensions can escalate. Maintaining a calm and assertive communication style can be challenging when under stress, but it’s crucial. This balance empowers the team to ensure that patient care remains the priority, even in the most challenging situations. Clear and respectful communication fosters trust, so essential for effective care. Mindfulness and pausing can also play crucial roles in promoting unity during and after a crisis.

Communication is key to reducing the disruption caused by change. I set aside time for team and individual meetings every week. These meeting weren't performance related. They were focused on wins, industry changes, and changes in the environment of our workplace. In the individual meetings we spent more time on celebrating wins or addressing struggles. By doing this any we had a baseline that allowed the team and I to understand the best method of communication when common problems arise. The members of your team all have different methods of learning and reactions to short term and persistent problems. Learn more about your team and let them learn more about you.

Keep needs of patient and health workers at the centre of everything you do. Try to address their unmet needs in the most effective way and you will never look back. Being successful is the best way to avoid problems!

One of the most important things to accomplish is becoming a good listener and recognizing that allowing staff and executives to express their opinions regarding the pros and cons of a healthcare organization may eliminate legal issues in the future. Becoming a good listener allows you to take written and mental notes of specific issues and make informed decisions that may improve your team. Allowing individuals the ability to express themselves requires discipline from the listener despite hearing unpleasant information thus allowing one to identify allies and support for specific projects with long term culture change.

Todos os profissionais de saúde que pretendem ter uma equipe eficiente devem primeiramente deixar claro os objetivos da empresa, aonde se quer chegar e como se quer chegar para todos os colaboradores pois, somente assim, todos poderão seguir sincronicamente rumo ao objetivo. Uma comunicação efetiva com equipe é que permitirá ao líder ajustar as rotas quando necessário e planejar novas atividades mediante objetivos apresentados priorizando o que faz sentido para o momento da empresa. Mas para que tudo isso aconteça é imprescindível sempre observar e capacitar equipe para que possam seguir em suas tarefas de forma eficaz.

In healthcare, proper delegation of work according to the KRA is also a key to avoid common problems. It is also important to empower existing employees to have stronger control on the functional areas.

In my experience of over a decade and a half in the healthcare industry now, I have seen teams performing extremely well due to the trust the leader has had in his / her team members when tasks were delegated and members empowered to take decisions. Most of the leaders try to do things by themselves eventually delaying the execution process with not so good outcomes. Trust your team members and train them to excellence. This takes a little time, but certainly worth spending.. then delegate tasks and empower them to take decisions.. delegation of work without authority of execution is an absolute waste of time. Empower your subordinates to take decisions, not matter they fumble once or twice. Delegation with empowerment does magic!

One thing that I have found useful is to adopt the "Laissez Faire" leadership style. This style helps to build a second line management capable of sustaining the organization's endeavours. Allowing team members to take their decisions, especially those technically related, is very important to build sense of responsibility within them. I always believed that the trial and error is the best learning approach, and there is always more than one solution to every problem.

Healthcare leaders are overwhelmed with multiple priorities and being pulled in many directions. Delegating activities not only helps you to focus on your top priorities but it also empowers our teams. It allows them to expand their skill sets, shows you trust them and helps to build sustainable teams. Engaged teams that have some autonomy and decision making abilities are happier and retention can be improved.

Based on my experience in managerial roles, effective delegation of tasks to staff not only allows for valuable input from team members but also encourages them to take ownership of their responsibilities. This approach leads to more efficient outcomes. It’s crucial to provide adequate training and recognize their performance to keep them motivated and maintain high levels of productivity.

Empowering others on, and adjacent to, your teams is critical to effective healthcare management with large and small teams. One of the first mistakes we make as new leaders, and often when under pressure, is to "go at it alone". There is no greater missed opportunity than the opportunity to "trust and delegate" to those around you. Even when an experienced leader decides they need to "take-charge" of a situation, that leader must still empower others through delegation. A firefighter cannot fight an entire blaze on her own, and even the Chief has to call out directions if she decides she needs to pick up a hose. Build up those around you, and most importantly, make space for minor mistakes. Mistakes should be a part of the job.

Empowering your team is about more than just offloading tasks; it's about instilling confidence and autonomy in your staff. When you empower your team members, you're acknowledging their skills and abilities, which boosts their morale and motivation. This not only enhances their job satisfaction but also leads to higher quality care and a more positive work environment. By delegating tasks appropriately, you allow yourself to focus on strategic planning and decision-making, which are essential for navigating the complex landscape of healthcare management. Delegation also provides your team members with opportunities for professional growth and development.

I think empowering my team to be part of solution to obstacles in their role is essential for their individual success, builds confidence and the strength of the whole team. This empowerment builds initiative where delegation is sought after not a burden. That being said I also lead with a mindset that I won't delegate anything to my team I am not willing and able to do myself but if I have hired well they are pretty likely to do things even better than I can.

O que acho muito útil é a criação clara de metas , objetivos e processos. Delegar sem um processo claro é ficar exposto a surpresas.

Strategic planning and prioritization have helped me to streamline processes, enabling the team to address high-priority issues fast and efficiently.

Unfortunately there is no way to avoid problems in healthcare, whether common or not. The more pertinent consideration is to recruit, hire and retain high caliber individuals that you trust to manage problems effectively when they occur. Because problems always occur.

As a product leader, prioritization is one of the most critical competencies for the team. Good prioritization enables strategies across organizations, reinforces guidelines for action, and allows step-wise growth towards goals. Poor prioritization kills products, especially in healthcare. The MVP for a product is exceptionally high when you have to account for regulations, safety, outcomes, and ALSO getting clinicians or patients to use the product. Poor planning and prioritization can damage a product brand so severely that continuing in the market is not feasible.

According to me, I’ve learned firsthand the importance of proactive planning and strategic prioritization in navigating the complexities of our field. By utilizing robust tools such as project, time, and risk management methodologies, we can effectively anticipate and mitigate potential challenges while capitalizing on emerging opportunities. Continuous review and adjustment of our plans ensure adaptability and continuous improvement

It can be common to have changes come up throughout your workday that demand your attention, and explaining how you handle last-minute shifts in your workload. Even this can highlight your adaptability to reorganize your priorities and plan accordingly.

Tenho visto que a ideia do planejamento e de prioridade de tarefas tem sido abordada de forma bem ampla nas grandes, médias e pequenas empresas. As grandes querendo crescer e gerir melhor seus recursos (financeiro e pessoal), as médias e pequenas, buscando a qualidade de gestão a fim de semana tornarem grandes. Mas um ponto me parece fundamental: As pessoas responsáveis por fazerem isso acontecer devem ser organizadas em suas vidas; isso é de fundamental importância. Existe a ideia da dualidade - no meu trabalho sou organizado, mas na minha vida pessoal não. Será que isso é possível? Será que é sustentável? Acredito que não. Um colaborador que planeja bem suas próprias finanças, terá bons insigth profissional de forma fluída não forçado.

Without proper planning and prioritization, healthcare organizations may experience delays in patient appointments, procedures, or test results, leading to frustration among patients and providers. By planning ahead and prioritizing tasks, healthcare facilities can minimize wait times and avoid problems, improving overall efficiency.

In my view, in healthcare, meticulous planning and precise prioritization are the cornerstones of effective patient care and organizational success. By strategically allocating resources, focusing on preventive measures, and fostering collaboration, healthcare providers can ensure optimal outcomes while addressing the diverse needs of their communities.

Realize! Faça o simples e depois melhore. Um profissional de gestão em saúde pode evitar problemas comuns ao planejar com antecedência, antecipar riscos, estabelecer metas mensuráveis, priorizar tarefas, utilizar ferramentas como gerenciamento de projetos e tempo, e revisar e ajustar o plano conforme necessário, aprendendo com os resultados.

I think planning and prioritizing is a close tie with clear and frequent communication and expectations, they go hand in hand for the most part. There’s a lot of moving parts and it can be easy to be reactive to intel from the market, but be clear with goals and plans and prioritizing allows you and your team to stay focused and accomplish what’s important and stay true to your brand and purpose and not get distracted by pop up information.

Totally agree, there many ways to continue with your learning. We all need to take care of ourselves by getting enough sleep and exercise. Allow yourself time to socialize and try new experiences with family and friends. Don’t worry so much about making mistakes when trying new things or taking risks. Then follow up and take time to learn by correcting those mistakes and examine how you might have arrived at your conclusions. Practice what you learned and test yourself through trial and error. Play games to help boost your memory and challenge yourself. Research things that interest you but you have never taken the time to look into. Time is valuable so take the time to do things outside your comfort zone you will learn from it.

Garantir uma gestão de saúde eficaz demanda comunicação transparente, participação ativa da equipe e avaliações regulares. Priorizar treinamento contínuo mantém a equipe atualizada com as melhores práticas e tecnologias. O uso inteligente de dados embasa decisões, enquanto a prontidão para adaptação a mudanças e liderança inspiradora promovem a melhoria contínua. Essas práticas, focadas no aprendizado e aprimoramento, evitam desafios comuns, criando um ambiente propício para a excelência na gestão de saúde. #GestãoDeSaúde #Aprimoramento #Liderança #SaúdeInovadora

I am finding more and more that project management skills are crucial to healthcare management and should be part of the core of management education. Financial, personnel, and project management are increasingly important knowledge bases to build and grow.

Communicate Communicate Communicate Be clear and concise. Leave no room for ambiguity in expectations. Be explicit on outcomes. How people get to the outcome(s) is up to them. Be present and available for advice and guidance, as a sounding board or test-model, etc. Keep communicating throughout. Oh and communicate!

As a manager, you are not only leading your team, but setting an example on how to approach healthcare. If you aren't taking steps to improve your knowledge base, you are communicating that you are not engaged in the care the team is providing; you are simply a "boss". Sharing (not boasting) about your pursuit of ongoing knowledge demonstrates that you are invested in the teams goals and the patients/clients your team are caring for. It doesn't have to be intensive training. It can be anything you can use to bring knowledge back to your team.

I urge and support team members to actively seek opportunities for professional development and learning from past experiences. It has been instrumental in adapting to evolving healthcare management dynamics.

La integración de la retroalimentación y el desarrollo profesional en la gestión de la atención médica es esencial para optimizar la calidad de los servicios de salud. La retroalimentación permite identificar áreas de mejora y tomar medidas correctivas oportunas, mientras que el desarrollo profesional garantiza que el personal esté actualizado con las últimas tendencias y mejores prácticas. Al fomentar una cultura de aprendizaje continuo y retroalimentación constructiva, las organizaciones pueden mejorar la eficiencia operativa y la satisfacción del paciente. Este enfoque proactivo promueve la excelencia en la prestación de servicios de salud y contribuye al éxito a largo plazo en el sector.

Healthcare is ever changing field with new and improve treatments are being offered. One has to be flexible in learning new and evidence based research.

Cuando se entiende que siempre se aprende y que todos los días contribuimos a mejorar la calidad y atención en las personas nos damos cuenta la importancia de capacitar permanentemente al personal

Para evitar os problemas mais comuns na gestão de saúde, é importante adotar algumas medidas: Promover a comunicação efetiva: Crie canais de comunicação claros e abertos entre os membros da equipe de saúde, pacientes e suas famílias. Isso facilitará a troca de informações e reduzirá o risco de erros. Estabelecer uma cultura de segurança: Promova uma cultura de segurança do paciente em toda a organização de saúde. Isso inclui incentivar a notificação de erros, aprendizado com as falhas, transparência e responsabilização. Lembre-se de que a gestão de saúde envolve constantes desafios e mudanças, portanto, é importante manter-se atualizado com as melhores práticas para evitar problemas comuns.

Doing loving systems improvement work is naturally energizing. In fact, done right, it's both transformational and healing for those doing the work. Fear makes us sick and sucks our energy. Love heals, yes?

Maintaining wellbeing is a common challenge for healthcare leaders. We get into healthcare because we want to help people, having high levels of empathy. We then become leaders for the same reason. This is a great thing for being aligned with a healthcare organisation's purpose, but can also be a bad recipe for self-preservation. The best leaders I've worked with manage to do what works for them to maintain balance and their own wellbeing. The saying "put on your own oxygen mask before helping others" is very true here. And there is no cookie-cutter ingredients for managing your wellbeing - this will always be a different combination of activities like social connection, exercise and mindful activities. Self-awareness is key.

As someone who has spent 30 years in healthcare, it is clear that the field changes rapidly and that keeping up with medical advances as well as insurance issues is an ongoing challenge. Too often, a small cadre of top health professionals form an inner sanctum and that can lead to losing touch with the majority of employees in the institution. Opportunities to have different groups interact through focus groups, retreats, committee work and open forums can help bring a disparate work force together. Finding time to regularly observe various treatment settings can offer perspective and a chance to hear from those in the trenches. Making sure to use your leaders to distribute responsibility is necessary for longevity.

As a healthcare management professional, it's crucial to recognize the unique challenges and pressures of the field. Establishing clear boundaries between work and personal life, ensuring time for rest and relaxation, and finding outlets for stress relief. Engaging in activities that bring joy and rejuvenation, whether it's exercise, meditation, or pursuing personal interests, can help maintain a healthy work-life balance. Additionally, seeking support from loved ones, colleagues, or professional resources can provide valuable assistance during challenging times. By prioritizing self-care, healthcare management professionals can better serve both their teams and their patients.

Yes, it should be a daily routine for a leader - Health First being in healthcare you deserve it. Be yourself not at the cost of your health and family.

I was overseeing a busy health plan ops department during the COVID-19 pandemic. To cope with the stress and demands of the role, I prioritized self-care by setting boundaries on work hours, ensuring time for adequate rest, and engaging in stress-relieving activities like virtual games. I also believe that by establishing a clear line between work and personal life, a manager can recharge their energy and motivation, enhancing their resilience in facing daily challenges. Seeking support from family, friends, or colleagues for emotional reinforcement and sharing experiences can also provide valuable outlets for stress relief.

Finding balance and recharging as a telehealth manager! Managing a telehealth department can be demanding, but prioritizing self-care is key. I've incorporated mindfulness breaks into my daily routine. I've set boundaries to protect my personal time, dedicating evenings to hobbies like cooking or reading. By finding this balance, I return to work refreshed and ready to tackle challenges with renewed energy! Remember, taking care of yourself is essential to leading a successful telehealth team!

You are the only one who can fully take care of yourself and what it is that you need. A supportive manager is key to ensure this occurs and needs to be a rounded and grounded role model. If a manager does not understand what role and individual is undertaking, they should not try to change it. I'd agree that boundaries are key to any individual but the workload given needs to reflect what is humanly possible. Everyone needs to learn how to refill their energy levels in readiness for the new start of the working week. Look after individual's by ensuring their annual leave and salary are correct and they take it with open hands.

5. Foster a Culture of Patient-Centered Care: Make patient satisfaction and safety a top priority. Encourage staff to actively involve patients in their care decisions, listen to their concerns, and provide clear explanations of treatment plans. Regularly gather patient feedback and use it to drive quality improvement initiatives.

In my experience. To avoid common problems in hospital management, focus on these key areas: 1.Effective Communication is the first priority to focus. 2. Assess Training needs and support. 3. Implement high quality standard. 4.Resource Management and inventory management. 5.Technology Integration eg .technology such as electronic health records (EHR), telemedicine, and data analytics to streamline processes,robotics and AI support 6.Compliance with Regulations of ministry of health or government. 7.Patient Centrred care. 8.Risk Management .Identify potential risks and develop strategies to mitigate 9.Multi Disciplinary Collaboration among healthcare professionals from different disciplines

I have learned across the span of my career that avoiding problems isn't as achievable or realistic as is becoming talented in navigating them. Yes, anticipation of known perils can mitigate the velocity or intensity of them upon their arrival, but full avoidance is very difficult. Increasingly, problems come to seek us out from directions they never came from before. I firmly believe that one must almost tackle issues from out of body, viewing the entire scenario as a landscape with the problem as the origin point and the solution as a distant point, with many different paths leading from one to the other (yes, like a map app!). This may also serve to depersonalize and lessen the "personal" blows that come from being the problem-receiver.

I think some valuable messages have been included here. I think the most important healthcare management advice is “Never lose sight of the patient”. It’s the answer I gave to the GMC Disciplinary Inquiry into Bristol, when I was asked how to prevent it from happening again. The aphorism has held me in good stead in my medical management career.

Another junk LinkedIn AI article. This one Healthcare Management. Always fun stuff... You're a healthcare management professional. How can you avoid the most common problems? If you management position is powerful enough hide in your office all the time. Keep the door closed and locked. If you can, work from home remotely only. Delegate all tasks of all sorts to other people. Do not allow problems to present themselves to you at any cost. Give them to someone else to solve and have a long lunch instead.

To avoid common problems as a healthcare management professional, I prioritize clear communication, fostering a collaborative work environment, and staying proactive. I address issues promptly, encourage feedback from team members, and promote transparency in decision-making. Regularly assessing workflows and processes helps identify potential challenges early on, allowing for timely intervention and resolution. Additionally, I prioritize staff training and development to ensure competency and adaptability in navigating evolving healthcare landscapes. Finally, I remain vigilant about compliance with regulations and strive to anticipate and mitigate risks proactively.

Healthcare being needs empathy, campassion and precision as core values. To drive as a guide principles of organization communication is the key. Once the right communication channel is established, learning, improvising ( Kaizen) becomes next milestone to accomplish in healthcare organizations.

As an Organizational Development Professionals, facing struggles and problems is a core part of our jobs .. but what make our roles more effective and efficient is the experience to detect the problem before it happens, anticipate the need to change ... and in the worst case scenario is to minimize the impact of the problem. This comes from clear and transparent communication, building a strong, friendly and formal bonds with all stakeholders and beneficiaries .. and involve them in problem solving process. Stakeholders' alignment and engagement is the most crucial and important key to overcome the fire backs of workplace problems as they are the 1st degree beneficiaries, SMEs and the process owners whom know how things are going on.

Knowledge is a very powerful tool for any system. Knowledge of healthcare management system makes you to expect what are and will be most common problems in a perticular system,once you know what can go wrong in a system, by taking a preventive steps or steps minimising the affects of the common problems can be planned well in advance. The famous qoute "EYES WILL NOT SEE IF MIND DOESN'T KNOW IT" Thanks