Management Skills in a Busy World

Transcription

1 Management Skills in a Busy World Objectives Explain the importance of goal/strategy alignment for working in healthcare today Identify effective resource and time management strategies for yourself Discuss effective quality improvement processes Deb Rodahl, BS, MBA,MLS CM October 2018 If you don t know where you re going, any road will get you there? If you don t know where you re going, how will you know when you get there? Strategic Pillars Patient or Customer Experience Employee / Physician Engagement Clinical Quality and Safety Financial Objectives Strategic planning solves these problems. Goals and Strategies Goals and Strategies Implement Epic 2018 Achieve 3% operating margin Improve HAI rates by 10% Reduce readmission rate by 5% Improve Patient Experience scores by 3% Improve Employee Satisfaction scores by 5% Reduce Employee turnover rates by 5% Endpoint Achievement Destination What Path Tactics Approach How 1

2 Alignment Alignment Department level planning must support the Organizational goals Time Money Focus Bandwidth Goals are established Budget Quality Metrics Patient Satisfaction Scores Employee safety or engagement scores Strategic Plan is Developed All levels of organization link to the goals Time Management Missed deadlines Late or missed meetings Overlooked opportunities Wasted time (you and others) Wasted money Self Awareness Self observation Time/motion study Take pulse of emotions and attitudes Proactive or reactive No judgments ponder, don t punish Time You Enjoyed Wasting is Not Wasted Time T.S. Elliot Reflect on your self observations What is required, what is optional What do you want more of? What do you want less of? What do you want to add? 2

3 Obstacles to Effective Time Management Unclear objectives Disorganization Obstacles to Effective Time Management Interruptions More interruptions Inability to say no Periods of inactivity Obstacles to Effective Time Management Too many things at once What Can We Do??? Stress and fatigue All work and no play Recognize that obstacles exist Identify them Employ strategies to overcome To Do Lists Evaluate Your To-Do List What is the objective? How will I know if I m successful? How will I be rewarded? Is this task something I want to do? Do I have the time to do it? What have I got to lose? Is there a better way to do it? Should it even be done at all? Will the world come to an end if? 3

4 First Pass Review the 5 D s Do Diminish Delegate Delay Delete Prioritize Address the urgent Accomplish what you can early Attach deadlines to things you delay Remember the 80/20 rule! Triage! A man would do nothing if he waited until he could do it so well that no one could find fault. ~John Henry Newman Organize Learn when to say NO You can t do everything Don t undertake things you can t complete Remain consistent to your goals Use Your Waiting Time Concentrate on the Task at Hand Standing in line Bus rides Waiting for an appointment Waiting for your plane On hold When you are early Focus on your goal Tune out interruptions Set a timer 4

5 Procrastination Common causes Task is unpleasant Task is overwhelming Not prioritizing the tasks at hand Fear of failure wanting to be perfect Waiting for the right time or mood Overcome the Perils of Procrastination Solutions: Break large tasks into manageable pieces Develop personal rewards for completion It s OK not to be perfect, good enough can be good enough Acknowledge feelings and do it anyway "Nothing is so fatiguing as the eternal hanging on of an uncompleted task." ~William James Consider Your Personal Prime-Time Morning? Evening? Late Night? Managing Four D s of Managing Delete it Do it if two minutes or less Delegate it Defer it Create useful labels and folders Use Reply to All sparingly Managing Your To-Read Pile You will probably never be able to read everything you would like to read Read with a pen in your hand Learn to speed read Share your reading with a friend Keep a reading file Effective Meetings Have a written agenda Start and finish at stated times Keep discussions to agenda items Focus on progress not process Conclude with summary including next steps and accountability 5

6 Not Important Important Stephen Covey s Time Management Matrix I. Crisis. Pressing problems. Deadline-driven projects, meetings, preparations III Urgent. Interruptions Some mail, some reports. Some meetings. Many proximate, pressing matters. Many popular activities II. Preparation. Prevention. Values clarification. Planning. Relationship building. True recreation. Empowerment IV Not Urgent. Trivia, busywork. Some phone calls. Time wasters. Escape activities. Irrelevant mail. Excessive TV Quadrant I Represents things that are both urgent and important Putting out fires, dealing with problems, last minute requests. Many important activities become urgent through procrastination, or because we don t do enough prevention and planning Quadrant II Quadrant III Includes activities that are important, but not urgent - Quadrant of Quality Here s where we do our long-range planning, anticipate and prevent problems, empower others, broaden our minds and increase our skills Ignoring this Quadrant feeds and enlarges Quadrant I, creating stress, burnout, and deeper crises for the person consumed by it Investing in this Quadrant shrinks Quadrant I Includes things that are urgent, but not important - Quadrant of Deception. The noise of urgency creates the illusion of importance. Actual activities, if they re important at all, are important to someone else. Many phone calls, meetings and drop-in visitors fall into this category Quadrant IV Reserved for activities that are not urgent, not important - Quadrant of Waste We often escape to Quadrant IV for survival Reading for run, watching mindless television shows, or gossiping at office would qualify as Quadrant IV time-wasters PDCA Model Plan Do Check Act Improvement Model Plan Establish Goal Develop the Plan Do - Manage the Plan Check - Evaluate the Results Act - Reassess goal 6

7 Value Based Improvement Improvement Board Daily start of shift huddles Key metrics that connect to our goals Improvement Cards A-3, Kaizen, and Value Stream projects Tiered Leadership Shift Huddles There is nothing so useless as doing efficiently that which should not be done at all. Peter F. Drucker 7