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HEALTH CARE LEADERSHIP SIN NUMBER TEN

Failing to create a plan for organizational development and relying on the flavor of the month hot topic is health care leadership sin number ten.  MRSA has been in the news so health care leaders have leapt on the "wash your hands" bandwagon with the enthusiasm of children with Halloween candy.  Honestly, have these leaders just discovered that washing your hands is crucial for preventing infections?  Has there been no organizational message suggesting preventing infection is the initial building block of  first rate health care?  Is quality something we care about only when the news media are reporting on the lack of it?  When media outlets drop their coverage of MRSA, will washing your hands drop from the leadership radar screen?  No wonder most health care centers don't keep track of mortality and infection rates.  If they did and those numbers were public knowledge, Mr. and Mrs. John Q. Public would be informed consumers...and they might not be so willing to sign those informed consent forms.  When health care leaders have no strategic plan that promotes organizational development with an emphasis on national clinical and service benchmarks, it's a health care leadership sin.         

HEALTH CARE LEADERSHIP SIN NUMBER NINE

Spending dollars on advertising that would be better spent investing in building the organization that creates word of mouth advertising is health care leadership sin number nine.  Whenever I see a commerical advertising a health care system's quality care or caring atmosphere I always wonder, if all that is true why do you have the need to advertise?  Employees, physicians and patients recognize top notch care when they see it and gladly spread the word about its availability.  That isn't to say organizations shouldn't let the community know when they purchase new equipment through news releases, but big bucks paid to advertising firms to sell health care is a health care leadership sin.   

HEALTH CARE LEADERSHIP SIN NUMBER EIGHT

Failing to develop a cooperative team spirit between staff and physicians is health care leadership sin number eight.  Patients deserve a unified team of medical professionals.  Everyone loses when professionals perform as if delivering a solo, star performance.  Patient care suffers, morale tanks and the atmosphere is toxic.  To vulnerable patients and family members, every professional has an important role and when patients and families see a team functioning with clear communication and enthusiasm for their colleagues, their anxiety level drops.  Leaders have an essential role to fill in building a cooperative spirit between staff and physicians.  Failing to create a cooperative spirit between team players is failing to develop a powerful ally to patient care and that is a health care leadership sin.            

HEALTH CARE LEADERSHIP SIN NUMBER SEVEN

Investing dollars in buildings while shrinking the dollars devoted to staff and organizational development is health care leadership sin number seven.  Yes, it's important to offer patients and staff pleasant surroundings for health care delivery.  Even more important is offering patients top notch care by providing first rate staff development.  When buildings are treated as assets to be bought, built or remodeled and staff are treated as expensive liabilities rather than assets to be developed, it's a health care leadership sin.   

HEALTH CARE LEADERSHIP SIN NUMBER SIX

Failing to develop systems to manage the four generations in the health care workplace is sin number six.  The predictions regarding generational change have been discussed for 10-15 years, but most health care organizations have not created a strategic plan for addressing generational challenges.  New graduates need more training and support than previous generations, baby boomers need assistance with aging relatives and college aged children, traditionalists need assistance in finding a role as they move from full time worker to retiring professional.  All generations need training in how to manage and cope with the other generations.  Leaders have known about these challenges for more than a decade.  Their failure to generate a systematic approach for recruting and retaining members of all generations is a health care leadership sin.   

HEALTH CARE LEADERSHIP SIN NUMBER FIVE

Failing to create patient centered health care organizations is health care sin number five.  Patients and their families have insights that if implemented would give health care organizations the word of mouth referrals they seek.  Too often, patients and family members are treated as impositions to the system.  When patients and family members have needs for information, for encouragement, for creative problem solving with their health care providers, these are moments for health care organizations to set themselves apart from the crowd.  Unfortunately, many health care leaders have ignored these significant moments and allowed employees to deliver health care driven by system needs, not by patient and family needs.  Health care leaders should be held accountable for the level of patient centered service their organizations provide.  When such accountability is lacking, it's a health care leadership sin.      

HEALTH CARE LEADERSHIP SIN NUMBER FOUR

Failing to hold leaders accountable for performance standards is health care leadership sin number four.  Health care leaders, including the executive team, should have clear performance objectives and standards known to those whom they supervise.  Employees are required to meet and exceed the expectations of their job descriptions.  Leaders should be required to meet and exceed the expectations of their job descriptions.  Wouldn't it be grand if health care leaders were held accountable for: articulating a clear mission and vision for their units and departments, coaching employees for performance improvement, creating a rewarding, motivating environment, emphasizing the pursuit of health care excellence and living up to the expectations they have for staff?   

HEALTH CARE LEADERSHIP SIN NUMBER THREE

Failing to create a rewarding, motivational environment for employees is health care leadership sin number three.  It isn't possible to eliminate the stress associated with health care delivery, but it is possible to create an environment of compassion that rewards employees for choosing a life of service.  How do you accomplish those goals?  By noticing the little things staff do that make a difference.  By using compliments received from patients and family members as true celebrations.  Imagine the joy staff would experience if a CEO walked onto a medical unit to deliver a letter or evaluation naming specific staff members for delivering extraordinary service.  Health care professionals choose their careers because they want to make a difference in people's lives.  When health care leaders fail to provide a rewarding, motivational environment for their staff, it's a health care leadership sin.         

HEALTH CARE LEADERSHIP SIN NUMBER TWO

Failing to embrace the health care quality issues described by the Institute of Medicine is the second sin.  Has your organization raised professional and consumer awareness regarding basic quality measures?  Does your organization offer an annual conference to discuss health care quality issues?  Would every employee in your system be able to describe the progress your organization has made toward achieving compliance with national quality benchmarks?  If not, why not?  When professionals don't have data, they assume all is well.  The research regarding health care quality indicates all is not well.  When leaders fail to address this important responsibility, it' a health care leadership sin.   

HEALTH CARE LEADERSHIP SINS

Thankfully, there are remarkable exceptions to the ideas I'll discuss in my health care leadership series.  Sadly, those remarkable organizations are exceptions, not the rule.  I'm looking forward to seeing your comments regarding the ideas in this series. 

HEALTH CARE LEADERSHIP SIN NUMBER ONE   

Failing to develop a strategic plan and failing to share that plan with everyone in the organization is the first sin.  Department directors should understand their accountabilities in fulfilling the plan.  Employees should have insight about their daily responsibility in giving life to the plan.  Leaders cannot build loyalty, pride and dedication to quality in their staff until staff understand the strategic plans of the organization.  In the computer age, with internet and intranet options available, there is no excuse for not developing and sharing the organizational strategic plan with everyone in the system.  When leaders fail to hold themselves accountable for this vital mission, it's a health care leadership sin.