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7/11/2017 1 Nurse Leader and Medical Director Collaboration Leadership from both sides
Dr Brian Baxter, SVP Alliance Group Ginger A Wirth, RN DCS Alliance Group
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Definitions
Management
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Definitions Leadership 2 1 7/11/2017 Definitions Management 3 - - PDF document
Definitions Leadership 2 1 7/11/2017 Definitions Management 3 - - PDF document
7/11/2017 Nurse Leader and Medical Director Collaboration Leadership from both sides Dr Brian Baxter, SVP Alliance Group Ginger A Wirth, RN DCS Alliance Group Definitions Leadership 2 1 7/11/2017 Definitions Management 3 4 2 7/11/2017
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Definitions
Collaboration
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Definitions
Teamwork
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Job Descriptions
Physician Leader/Site Medical Director
- Summary
Provide (Physician) leadership for the department
Build relationships with hospital staff
Work collaboratively with nursing and ancillary departments
Effectively interact with community
- Key Priorities
Communication of information to provider team
Oversee and mentor physician and APP’s
Provide medical oversight for department
Participate in QI/PI preparation for regulatory compliance
Committee representation
Participate in patient experience and customer service initiatives
Nursing Leader/Director
- Summary
Provide (Nursing) leadership for the department
Build relationships with hospital staff
Work collaboratively with provider and ancillary departments
Effectively interact with community
- Key Priorities
Communication of information to provider team
Oversee and mentor nursing and support staff
Provide Nursing oversight for department
Participate in QI/PI preparation for regulatory compliance
Committee representation
Participate in patient experience and customer service initiatives
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Parallels
Parenting
- Provider and Nurse leader seen as “Mom” and “Dad” of
the department
- Work hard to not let in the “we/they” culture
Don’t worry that children never listen to you; worry that they are always watching you.
- Robert Fulgram
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Parallels
Team Coaching
- Provider and Nurse leader seen as Coach and Assistant
coach for the department
“Strength of the group is the strength of the leaders.”
- Vince Lombardi
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Exercise- The Leadership Compass Self Assessment
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Exercise- Leadership Compass Self Assessment
Goals
- Give us a vocabulary and a way of thinking about working with each other in our teams
- Deepen our appreciation of everyone’s different work styles
- Understand the need for a variety of work styles
- Reflect on our own individual work styles and identify areas for growth
- Learn the qualities we can develop to become better leaders
Instructions
- Read each of the statements
- Place an “X” on the box next to the statements that apply to how you make choices and
decisions at work
- Each of these statements will apply to all of us some of the time; we are interested in
knowing which of these statements represent you most of the time
- Count the total number of “X’s” on each section an place that number in the star to the right
- f the section
- The section with the highest number is your dominant decision-making style
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Exercise- Leadership Compass Self Assessment
Questionnaire 5 min
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Exercise- The Leadership Compass Self
- Assessment. Which are you?
North- Action Leader
- Approach to work/work style
Assertive, active and decisive
Likes to determine the course of events and be in control of professional relationships
Quick to act; expresses a sense of urgency for others to act
Enjoys challenges presented by difficult situations and people
Thinks in terms of the bottom line
Likes a quick pace and the fast track
Perseveres; not stopped by hearing “No”; probes and presses to get at hidden resistances
Likes variety, novelty, and new products
Comfortable being in front of a room or crowd
Value-oriented phrases include “Do it now!,” “Ill do it!,” and “What’s the bottom line?”
- Best ways to work with a North
Present your case quickly, clearly and with enthusiasm and confidence
Let them know they will be involved- their pay off and their role
Focus on the “challenge” of the task
Provide them with plenty of autonomy
Establish timelines and stick with them
Give them positive, public recognition
Use them to complete tasks that require motivation, persuasion, and initiative Leadership Compass-Bonner Foundation 18
West- Analytical Leader
- Approach to work/work style
Understands what information is needed to assist in decision-making
Seen as practical, dependable, and thorough in task situations
Helpful to others by providing planning and resources; comes through for the team
Moves carefully and follows procedures and guidelines
Uses data analysis and logic to make decisions
Weights all sides of an issue; balanced
Introspective and self-analytical;
Careful; thoroughly examines peoples needs in situations
Maximizes existing resources; gets the most of what has been done in the past
Skilled at finding fatal flaws in an idea or project
Value-oriented word is “objective”
- Best ways to work with a West
Allow plenty of time for decision making
Provide data-objective facts and figures that a West can trust
Don’t be put off by the critical “NO” statements
Minimize the expression of emotion and use logic when possible
Appeal to tradition, a sense of history, and correct procedures Leadership Compass-Bonner Foundation
Exercise- The Leadership Compass Self
- Assessment. Which are you?
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East- Visionary Leader
- Approaches to work/work style
Visionary who sees the big picture
Generative and creative thinker; able to think outside the box
Very idea-oriented; focuses on future thought
Makes decisions by standing in the future
Insight into mission and purpose
Looks for overarching themes and ideas
Adept at problem-solving
Likes to experiment and explore
Appreciates a lot of information
Value-oriented words are “option.” “possibility,” and “imagine”
- Best ways to work with an East
Show appreciation and enthusiasm for ideas
Listen and be patient during idea generation
Avoid criticizing or judging ideas
Allow and support divergent thinking
Provide a variety of tasks
Provide help and supervision to support detail and project follow through
Leadership Compass-Bonner Foundation
Exercise- The Leadership Compass Self
- Assessment. Which are you?
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Exercise- The Leadership Compass Self Assessment- Which are you?
South- empathetic leader
- Approach to work/work style
Understands how people need to receive information in order to act upon it
Integrates others’ input in determining direction of what is happening
Value-driven regarding aspects of professional life
Uses professional relationships to accomplish tasks; interaction is primary
Supportive of colleagues and peers
Displays a willingness to take others’ statements at face value
Feeling-based; trusts own emotions and intuition as truth
Receptive of others’ ideas; team player; builds on ideas of others; non-competitive
Able to focus on the present moment
Value-oriented words are “right,” and “fair”
- Best way to work with a South
Remember process, attention to what is happening with the relationship between you
Justify your decisions around values and ethics
Appeal your relationship with this person and his or her other relationships
Listen hard and allow the expression of feelings and intuition in logical arguments
Be aware that this person may have a hard time saying “NO” and may be easily steamrolled
Provide plenty of positive reassurance and likeability
Let the person know you like them and appreciate them
Leadership Compass-Bonner Foundation
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Goal Alignment-Nurse/Physician Leader
Patient first
- Leadership culture must be built around the patient
Communication Throughput Satisfaction
Know and share your data
- Metrics and data sets the bar
Directly correlates to patient safety, quality and experience Make sure that you are explaining the Why
Know your role and stay in your lane
- Make sure nurses are doing nurse stuff
- Make sure providers are doing provider stuff
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Goal Alignment-Nurse/Physician Leader
Positive outcomes of effective teamwork on healthcare
- Reduced length of stay
- Higher quality of care
- Better patient outcomes
- Greater ability to meet family member needs
- Improved patient experience with care scores
Happy staff mean happier patients
- Lower staff turnover
Happy staff stay where they are
https://www.ahrq.gov
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Presenting a unified front…….
Ensure that you are keeping issues “within the family” when possible.
- Don’t elevate problems unless unable to resolve within the department
- Don’t blindside your partner
How you message change makes all the difference
- Decide on the message as a team
- Disagree and discuss differences in private
- Present the same message to all team members
Make sure leadership is present at both meetings
- Utilize your informal leaders within your organization
Charge Nurses/Shift leaders Lead APP
Celebrate your wins as a team!
- Include providers in recognition boards
- Recognize each discipline in monthly staff meetings
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Wrap up/Key Takeaways
Understand the differences between management and leadership, teamwork and collaboration Recognize your own and how to best work with other leadership styles Know your role, understand what you influence within the department Align your goals with each other as a team Make sure you present a unified front on initiatives Celebrate together as one team!
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A leadership team divided rarely is able to achieve results
- G Fortune Cookie Proverbs
Thank You
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References
AHRQ Comprehensive Unit-Based Safety Program (CUSP)- Teamwork & Communication. https://www.ahrq.gov/sites/default/files/wysiwyg/professionals/education/curriculum- tools/cusptoolkit/modules/implement/teamslide10.jpg Bonner Foundation. Leadership Compass-Appreciating Diverse Work Styles. http://zonta- district11.org/docs/modules/Leadership/Leadership%20Compass%20- %20Participants%20handout.pdf