By Kim Bassett

Middle managers are often the unsung heroes within every organization. With a well-oiled machine, each piece plays a vital role and the same can be said for an organization. Each person has their part to play. What makes middle managers unique is their ability to communicate with both upper management and their staff. Middle managers are the bridge between the two groups. That’s one reason why executive management would be wise to help middle managers grow, learn and become confident as leaders.

Ways to create a growth environment for your middle managers:

Give them the freedom to make decisions. This not only shows you trust them as professionals, but allows them to take ownership and pride in what they do.  This doesn’t mean you don’t discuss the decisions they are making, but rather sit back and let them lead the discussion, asking intentional questions that leads them to a thoughtful decision. Over time, they will go through this process without prompting. [Read more…]

Here are five things you can do as a middle manager to position yourself for upward mobility

By Kim Bassett

Middle managers serve a vital role within any organization. You are the bridge between top administration and the support services staff. The responsibility of implementing strategic plans falls on your shoulders — right down to the smallest of details. You enjoy the challenges of working to keep your employees and customers happy and satisfied.  You may love your job, happy to carry out these directives, seeing the results firsthand, never desiring to cross that bridge and move into upper management. But some may want more.

Do you find yourself thinking you have what it takes to accept more responsibility?  Do you want to continue your upward climb within the organization? There are not as many top-level positions available as people desiring to have them.  What can you do to make sure those leaders making the decisions about promotions recognize your talents and abilities?  [Read more…]

By Kim Bassett

I have been a nurse for over 30 years.  I started my career knowing nursing was the only job for me.  I loved being at the bedside working with patients and families.  Helping others was my passion.  My career turned from direct patient care 20 years ago when I became a Chief Nurse and then, again, 13 years ago when I became a hospital CEO. I am often asked how and why I made the change from nursing to hospital leadership.  I always start by saying the same thing, “I rely more on my nursing background when managing my hospital than my MBA.” 

Merging clinical background with management know-how has definitely improved my decision-making abilities and thus effectively improving patient care.  Although you don’t have to be a nurse or have clinical background to be a hospital executive, I certainly encourage healthcare providers to consider healthcare administration.     [Read more…]

By Kim Bassett

As leaders in the industry, it is our responsibility to get people interested in pursuing a career in healthcare.  Mentorship is one way to encourage our youth towards a health career and can be used to encourage adults looking for a change in careers. 

You can be a mentor through formal programs, or more informally through casual interactions. Our work influences the lives of people we come in contact with every day.  Use this same influence to encourage new talent to pursue a health career.

Below are talking points you can use when persuading someone to consider a career in healthcare. [Read more…]

By Nick Hernandez

There are plenty of healthcare professional organizations, but are the yearly dues worth it to join? As budgets get squeezed, many physicians and practice managers have been cutting back on the number of professional associations they belong to. Although there is often a lack of perceived benefit, membership in professional associations yields a number of benefits.  Taking an active role in professional associations can benefit physicians through networking opportunities, policy alerts, and continuing education.

1. Education

Perhaps the most important benefit is education. (A plea here to physicians is to remember this applies to your practice managers. If you want a successful practice, run by a talented practice manager, you must be willing to support his or her professional continuing education.) Most associations provide an enormous amount of access to resource information such as: case studies, articles, white papers and books written by experts in your field or area of interest. Providers and managers can keep up with the newest developments (clinical and operational) through their association membership benefits, including conferences. Take advantage of all the information your associations provide and remember that most of it is online and free.

2. Networking

Another important benefit is networking. There is no better way to connect with peers and industry experts than through professional association membership. There is often a variety of possible venues to network at (e.g. listservs, membership connections and groups, national conferences, regional seminars, etc.), providing you are willing to get engaged with other members. Networking with professionals outside your place of employment can give you a broader perspective on the market and healthcare in general.  [Read more…]

By Kim Bassett

“The whole is better than the sum of its parts.” Aristotle said this an eon ago and it still holds true today. This is particularly important when putting together a high functioning leadership team.

There is no such thing as the perfect team and some of the best teams are not made up of “superstars.” The true power of a high performing team lies in how well each member clicks together. A team is better as the whole, not any one individual.

As the leader of such a team, you have to be on alert, tending the team, and assuring that everyone is in sync. Here are five key ways to build and keep a high performing leadership team. [Read more…]

By Kim Bassett

Everyone involved in providing healthcare to a patient is a leader, regardless of their position or job title.  The people that we care for often don’t understand what’s going on with them or why we are doing what we are doing.  They may not be familiar with the medical jargon used to describe a health condition or medical process that will be taking place to treat their condition.  It’s up to us, everyday leaders, to help them navigate the healthcare system.

Physicians, charge nurses, hospital management may be obvious leaders.  You will also find a leader in the security guard that helps a patient or visitor navigate through the hospital, the radiology technician that takes extra time to explain a particular test or procedure, and the nursing assistant that reminds their patient to call for help before getting out of bed.  Each of us help lead or guide our patients through the system.  [Read more…]

By Kim Bassett

Healthcare is an industry that prides itself on being inclusive of all races and sexes — an equal opportunity employer. And while this is true, there are still a surprisingly small number of women in the c-suite.

According to The Advisory Board Company, women make up 80% of healthcare workers, but only 40 % of positions at the executive level. It should be noted that many of those executive positions are in the human resources or nursing areas. 

If the statistics are stacked against you, how can you get to the table?

Below are three ways to help pave your path:

• Be visible. Put yourself out there and speak up. Get involved.  Volunteer for special projects.  Historically, the only way to get ahead was being part of the “good ole boys club.”  This “club” was/is all about relationship building.  You need to get in there and build these relationships.  Play the game. It may take a while to adjust your thinking, but even the men have to “play” this game. This doesn’t mean that you suddenly have to take up golf or hide your femininity. It just means to you have to network and be visible. Attend the functions, the meet and greets, have coffee.  This includes the informal “after work” social time.  Sometimes more work and relationship building takes place over a drink in an informal, unscheduled setting. 
• Get an influencer in your corner. Man or woman, it doesn’t matter. Find someone you respect and trust, and already has a seat at the table. Build a relationship with them.  Confide in them about your interest in professional growth. They’ve been where you are and can provide great career guidance and development. Ask them to assist you as you continue with your career path.
  
• Bring something to the table. Arguably this is the most important. If you want a seat at the table, be sure you bring something of tangible value. What differentiates you from the others? Develop and highlight these talents. Become known for being an expert in these areas. This will make you an asset.

[Read more…]

By Dennis Eder

Among the things I have enjoyed most during my three decades as a healthcare executive and consultant has been the past five years serving as a senior leader with the Practice Change Leaders for Aging and Health (“PCL”) program. Funded by The John A. Hartford Foundation Inc. and The Atlantic Philanthropies, this program’s singular purpose is “to develop, support and expand the influence of organizational leaders who are committed to achieving transformative improvements in care for older adults.” 

Under the direction of MacArthur Fellow and University of Colorado professor Eric A. Coleman, M.D., MPH, this program brings together a team of senior leaders who are not only experts in the field of geriatrics and community-based services, but who love to share their experience to each year’s cohort of change leaders. How we get to achieving the mission may evolve, but it is all about helping mid-career healthcare/community services professionals figure out how to develop and execute on improvements in care for elders.

Like so many of my peers, I’ve been involved both as a learner and a teacher in many other healthcare-related leadership programs, some of which have been worthwhile and some of which, sadly, have not. So what makes the PCL program so special, and what can other leadership programs learn from its success? Here are four takeaways learned from the trenches.

Ratio of Senior Leaders (“faculty”) to Change Leaders (“learners”) [Read more…]