Developing leadership skills is a personal achievement, but we also believe in the value of collaboration and teamwork. For busy medical directors, their packed schedules often do not leave time for daily education and knowledge sharing. That’s why the Sheridan Leadership Academy holds several events throughout the year, giving busy physician leaders the chance to network with each other, learn new information and processes, and share their own skills and experiences.
These events include the Annual Sheridan Leadership Conference, a 2-day retreat for hospital chiefs and vice-chiefs. Participants follow four curriculum tracks, with topics such as communication and collaboration, and focus on sharpening their skills in a distraction-free environment. We also offer semi-annual regional workshops to let medical directors network with each other. These workshops provide an update on the healthcare industry, techniques for refining their own personal leadership styles, news on the Sheridan health business, and even a guide to financial concepts and reporting.
While it can be challenging to make time for these types of leadership development programs, the benefits are immeasurable. We encourage our leaders to integrate their new skills and information into real-life situations at their home facilities, and also share what they have learned with others. This continues the cycle of process improvement across hospitals.
For clinician job-seekers who are interested in joining the Sheridan network and taking advantage of these programs, search our job opportunities for more information.
Strong physician leaders can improve patient care and overall hospital quality, as well as inspire and motivate their teams. But among all of this responsibility, it can be easy for physicians to put their own personal development on the back burner. Hospital administrators can prioritize individual growth by helping clinicians set goals, giving them the tools to achieve these goals, and offering incentives for high performance.
Here are a few individualized aspects of a leadership development program to consider:
- 360 assessments can address strengths and weaknesses to give physicians a “birds-eye view” of their day-to-day performance, and also demonstrate how they fit into the larger hospital system.
- A personal growth plan for each clinician can identify development priorities and strategies for improvement. This plan should include solid goals and success metrics.
- Educational resources should be convenient and easily accessible to allow physicians to receive and process information on their own schedules. Online webinars, such as those offered by the Health Advisory Board, are an example of these resources.
For our clinicians, we’ve incorporated these features and more into the Sheridan Leadership Academy. In our next post, we’ll discuss the role of collaboration in a group setting to encourage high-performing leaders.
We believe the quality of any hospital is only as good as its physician leaders. In order for these doctors to be successful, they must have the tools for improvement and educational resources. That’s why we developed the Sheridan Leadership Academy: to serve as an open forum where physicians can ask questions, gain new skills, and learn from each other.
All of our medical directors participate in this leadership development program, and topics of discussion include personal leadership skills, process efficiencies, and operational issues. Throughout the year, participants work to create their own personal improvement plan and attend annual group events to spark collaboration. The program also offers resources for further education in partnership with the Health Advisory Board.
The Leadership Academy is designed to foster well-rounded leaders in healthcare by balancing individual growth with team growth. Throughout the year, events and program elements such as 360 degree evaluations, online webinars, and quarterly conferences support Sheridan physicians in all areas of development.
Prioritizing leadership development has many benefits for hospital management, including high physician retention rates and increased efficiency brought on by open communication. Visit the Leadership Academy page for more information.
In a recent survey, hospital CEOs and decision makers ranked Sheridan’s anesthesia group within the top 5% of providers improving quality of care. The survey was conducted by Stax Inc. and asked hospital c-suite executives to rate anesthesia management programs across the country on the dimensions of staffing, efficiency, and caliber of healthcare.
We also received the #1 ranking among competitive programs in flexible staffing needs and, along with one other company, ranked highest in staffing reliability and availability. Overall, we exceeded customer expectations in the areas of surgeon satisfaction, availability, flexibility, and reliability of staffing.
These results come as no surprise. Our anesthesia providers are committed to continuous improvement, and use tools such as the LEAN process improvement model and cutting-edge technology to improve OR efficiency, reduce turnover, and decrease overall hospital expenses for our clients. Our experienced transition team focuses on optimizing clinical workflows and maximizing operational efficiency to develop custom plans to meet a hospital’s needs and goals. Ultimately, this results in satisfied physicians, growth in case volume, and higher-quality patient care.
To learn more about the type of support and benefits we bring to our partners, visit our page on the Sheridan advantage.
Neonatal patients are unique – their treatment often begins before birth and continues through delivery and admission into a regular nursery or a neonatal intensive care unit. Keeping track of electronic health records (EHRs) can be critical to providing the best care for the smallest patients, especially given the potential for unexpected complications. In a recent article for Becker’s Hospital Review, we discussed three unique features that your neonatology EHRs should have:
- A design that is tailored to neonatologists, with areas to document initial newborn screenings, fluid and electrolyte levels, etc.
- The ability to integrate completely into existing hospital-wide EHRs, with the appropriate accreditation
- An Internet-based software, so the IT admins can access the system remotely and address issues quickly
You can read the full article here.
To learn more about Sheridan neonatology services, visit this page. You can also contact us if you have questions or would like to discuss how EHR programs can improve quality of care.
Effective collaboration across specialties serves to enhance patient care and creates efficiencies within a facility. In many cases, physician leaders can lead the charge in moving towards a “team player” mentality – if they have the necessary support.
Implementing a formal leadership training program is one way to empower physicians. Components of this program would include individual performance evaluations, regular educational sessions, and new techniques for performance improvement. You can learn more about Sheridan’s Leadership Academy here.
It is also crucial to encourage inter-departmental collaboration. Giving physician leaders the opportunity to work together in quality and process improvement initiatives will encourage them to motivate their teams and inspire change within an organization.
Finally, constant stress or burnout can dull a leader’s focus. Hospitals must stay in touch with physician workloads and provide the tools to help them manage stress effectively – before burnout happens.
This post concludes our series on hospital-physician collaboration. To learn more or to find out how Sheridan can build a collaborative atmosphere at your facility, get in touch.
Hospital culture affects everyone, from management to physicians and support staff to patients. The best leaders work with their staff to set clear and transparent goals for performance improvement, and define a formal process for achieving those goals.
Benchmarking current activities is the best way to begin. Define what is working well and what areas can be refined. What goals are in place, both for the overall hospital or surgery center and for physicians as individuals? What metrics exist for hospital leaders to measure progress? Ask for feedback when developing goals and the metrics to measure success.
The infrastructure of your hospital or facility should allow for collaboration, teamwork, and open communication. Effective hospital infrastructures do the following:
- Identify improvement initiatives and develop a plan for achieving them
- Focus on evidence-based patient care
- Offer incentives for high performance
- Provide resources for quality and performance improvement
- Continue to educate providers on health technology
- Monitor and collect data to track progress
Collaborating with physicians is a crucial step in enhancing hospital performance. Our final post in this series will explore the importance of physician leadership.
Seamless collaboration between hospitals and individual physicians is one of the cornerstones of a top-quality facility. So how can management create an atmosphere that encourages and rewards high performance? We will explore the building blocks of hospital-physician collaboration in a series of three blog posts. First up: increasing your physician network.
Applicants should be evaluated on how well they fit into your hospital or surgery center’s culture during the recruiting process. Have they demonstrated leadership in their community, education, or in previous positions? Look for those who have the potential to grow into larger roles within their department, in addition to filling a current need.
When working with current clinicians, it is important to create a culture that encourages leadership. Ensure that they have the clinical and business resources they need to continue improving, especially in high-stress departments such as emergency medicine and neonatal intensive care. These resources can include training and education, tools to help avoid burnout, and more.
The next post in this series will go into further detail on creating a collaborative hospital culture.
More babies die from problems associated with preterm birth than all other problems.
New research is helping doctors change those statistics. The staff at North Florida Regional Medical Center were able to give drugs that helped one baby’s lungs develop so that she’s be better able to breathe—even eight weeks ahead of schedule.
Find out how Sheridan Medical Director Dr. Salil Gupta uses surfactant and other methods to give his smallest patients their best chances at birth in this WCJB news article and video segment. http://www.wcjb.com/your-health-local-news-health/2013/12/your-health-premature-birth Are you familiar with surfactant to assist underdeveloped lungs?
Surgeons can choose any ASC. And with so many ASCs competing to keep them, they will. Three effective strategies have emerged to help retain them for the long term.
Surgeons like to work with the same OR staff. They are able to anticipate needs and be more efficient. Quicker OR times mean things are running smoother and surgeons are able to get in, get out and get back to their other patients. And new software also helps reduce OR transcription time.
When surgeons bring up issues, respond to them quickly. Having a point person to address these concerns or conducting regular meetings focused on listening keeps both surgeons and patients happy.
Read how one California ASC uses these and other ways to increase surgeon satisfaction in this Becker’s ASC Review article. http://www.beckersasc.com/asc-turnarounds-ideas-to-improve-performance/3-tips-to-help-ascs-retain-and-attract-surgeons.html