Every hospital employee is an ambassador for their organization. Whether they are a positive or negative force often depends on how well they articulate their feelings to others. This is generally a learned skill and not God-given. Through use of a video camera, lots of humor & sound principle, this seminar makes orators out of even the most reluctant manager.
The changing role of the community (or other) hospitals and healthcare facilities
Basic techniques for hospital governance
Managed care pressures and what they mean to physicians and hospitals
Areas of joint opportunity between hospitals and physicians
Communication between hospitals, physicians and trustees
Developing and maintaining a competitive strategy
Change—How to survive in a rapidly changing environment
Dealing with difficult people and problem professionals
Other topics to be suited to the organization’s specific needs
Clarification of goals, mission, values and direction
Maybe the greatest part of a well-done program is that people are rewarded for the difficult and demanding work they constantly do. It renews batteries and the realization that they are part of something bigger than themselves and that they are proud of their organization.
The CEO of a healthcare organization can no longer be expected to come up with all the new ideas needed to stay ahead of the competition, so managers and other employees must feel the freedom to come up with their own creativeness to keep the hospital ahead. This usually means they must feel free to fail, which must be encouraged by top management. It not, the employees will simply play it safe, doing their work, going home and leaving NEW thinking to the folks at the top. My seminars force everyone to get "out of their box" and begin helping the boss think. Quality teams that have a clear focus and the support of management often produce spectacular results.
Because of some of the concerns listed above, the customer, internal and external, often gets lost in the shuffle. Who are our customers? What do they want? Need? What do the employees need in terms of committed values to deliver to the needs of the customers? What are some of the policies and practices of the institution that either support or negate these values. If there is a gap between the ideal and the reality, what steps need to be taken to merge the two?
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