leadership in health care: the point of old GW experts
So what good leadership looks like in the field of health care? Here's what our experts have to say
About the panelists
Fred L. Brown , President, Fred L. Brown & Associates LLC. Brown's health care career spans 50 years. A defender noted for hospitals in America, and health care organizations, he held several management positions. He is currently president of Fred L. Brown & Associates LLC, an international consulting firm, and Chairman of the Advisory Board for Santa Rosa Holdings Inc. He was Chairman of the Board of Commissioners of the Joint Commission, former president of the National Kidney Foundation and former president of the American Hospital Association. He was inducted Health Care Hall of Fame Modern Healthcare in 2014. He holds an MBA from George Washington University.
Kerry Ann Hayon , Manager, physician practice Resource Center, Massachusetts Medical Society: Hayon, who holds an MBA in healthcare George Washington University, brings over 10 years of consulting, hospital administration and management experience in medical practice medical Society, which provides information, support and resources to physicians and practice administrators. Tailgate also serves as the co-founder and vice president of the woman of tomorrow today. Leadership Council of Women of Boston, a professional networking group focused on providing mentoring opportunities for women who have been identified as future leaders in their professions
Rex Holloway Regional Vice President, Hammes Company: as consulting leader with over 10 years Hammes Company, Holloway focused on the creation and implementation of growth strategies for health systems - provide leadership on market strategy, installation and service planning clinic, physician alignment, the feasibility of a business and turnkey implementation of new online initiatives of hospital services and outpatient and projects. Throughout his 30 year career, he has gained extensive experience in the industry, leading health care systems, providing strategic advice for hospitals and physician groups and lead the development efforts of the solution.
The discussion
Relationships, relationships, relationships
The panelists agreed that health care requires a unique breed of leadership that based on an ability to navigate and manage relationships. "You really know who you are and what kind of person you are," said Brown, who became president of the Christian Hospital Northeast-Northwest 708-bed St. Louis when he was still in his 30s. "When you're dealing with a person on the table, you must understand that they provide value, and you have to respect that," Brown explained.
"Management and leadership is all about relationships "tailgate agreed." We are not in a time when there are many layers [in the health care workplace] ... most people are in other departments you have no control. So how do you do that? You manage relationships. "
Holloway, who worked for three major health care systems, credits his ability to build and manage relationships between people as a key element of its success." My work has always been to be a connector: connect the right people at the right time to do things, "said Holloway
flexible and innovative Staying in the face of conflict
allthe. panelists said they dealt with individuals, organizations and entire communities that have stood collaboration and sometimes downright resented their presence.
tailgate recalled specific experience with a cardiovascular surgeon who would not work with her. "I had to figure out how I was going to work with him when he wanted nothing to do with me. I had to be very good at thinking outside the box," she recalled. she finally managed generating trust and support for its initiative to colleagues
Holloway told work with hospitals to improve outcomes of patients satisfaction, but to the chagrin of its leaders. The CEO was hands-off and vice-presidents were combative. "There was very little decision," recalled Holloway. As Hayon, Holloway found that a bottom-up approach was much more successful and has the support of the hospital staff to convince management methods Holloway.
Remember the first patient
"well, you're not a doctor" is a common refrain recognized by students, teachers and elders as well. The inherent difficulties advisor, working with or supervising clinicians as a non-clinician resonated with many gifts. "Battles doctors are the toughest in big battles," Holloway said. "For me, these are real battles that are magnified in the years to come we have fewer doctors available. Understanding how to solve clinical differences is key. as long as you continue to come back to patient care, you might have a chance. "
The panel had all the support gained by explaining the ramifications and benefits of a given initiative. Holloway has used the planning scenario with people who disagreed, talk through each alternative to demonstrate how each will play in this specific clinical environment.
"In the end, it comes down to what is the right of the human being, which is good for the patient." - Fred L. Brown
tailgate found that understanding the data and use it to make a convincing case that involves the biggest concerns and interests of clinicians has been a major asset for her when it comes to interacting with physicians. "I'm not a doctor, but I do love data, "she said." It's not just the presentation of data, but tell a story. It is important to talk about the process and what the numbers mean. "
Find a mentor
The panelists urged students to identify mentors, both inside and outside their organizations, and take advantage of opportunities to mentor other. "I had a great opportunity to work with two female senior consultants, which told me that I was too nice," recalled Hayon, whose kindness ultimately proved to be a force.
strong, honest mentors aren 't only useful for navigating a current position, she continued; they can - and should - help you determine if it is time for you to pursue the next step in your career. "If someone moves across my organization and has a great new opportunity, it means that I have done something good. Especially if I can not predict the next step," says Hayon.
But these relationships mentor / mentee one-on-one are just the first step, Holloway said. Ensure that colleagues and prospective employees have access to similar resources is second. "If your organization does not have a formal mentoring program, take charge and create a," Recommended Holloway.
Moving Forward
Inter-organization of awareness and collaboration will be important when it comes to improving the health of the community.
"One positive [aspect] the Affordable Care Act is that it helps communities and organizations to work together," noted Brown. "There has to be a movement. You have to watch all your different resources. "
Although the structure of health care is moving from a traditional hospital model and toward more community health models (such as medical homes patient-centered and accountable care organizations) , positive change will not continue without the pressure of capable leaders, strong. "It will happen," said Brown. "But it has to be pushed on all sides."
The elders of the panel was just a weekend immersion component occupied for MHA @ GW students. immersion experiences that take place on the campus of George Washington University and other health agencies estimated, allow students to interact in person with other accomplished professionals in health care, teachers and elders . Discover our recap of the first disposal here.
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