Presentation on theme: "LEADERSHIP for quality and safety"— Presentation transcript:
1LEADERSHIP for quality and safety NURSING 406Frostburg State UniversityLeslie Lister2012
2Creative Implementation of Leadership The following presentation is an insight to my leadership abilities
3Humanmetrics Jung Typology Test My PersonalityHumanmetrics Jung Typology TestENFJExtravert 89%iNtuitive 75%iNtuitive Feeling 12%Judging 67%My focus is expansive and I have the ability to see the big picture. I have an amazing ability to juggle a large number of responsibilities and projects simultaneously. I am very organized and decisive. I am more resilient than most of my co-workers.*Likewise, as a staff educator I have presented almost all of my learning materials through the format of PowerPoint's, which is why I choose to do it this way for this class*
4My Leadership Characteristics Passion for NursingBeliefs about managementExpectations of othersSelf-confidenceSelf-EfficacyPossesses Emotional IntelligenceCommunicates wellEmpowers staffAnticipates problemsUse positive reinforcementListens more than I speakContinues educationThinks outside the box
5My Current Leadership role: Nurse Manager of Endoscopy CenterNewly obtained role as ofNovember 5, 2012
6My Facility Maryland Diagnostic & Therapeutic Endo Center www. mdtecmd My Facility Maryland Diagnostic & Therapeutic Endo CenterGastroenterology Endoscopy SuiteTotal of 3 procedure roomsCombination of 7 admitting/recovery bedsStaffing has been Self-Team Managed for the past 5 yearsOnly employs 2 full-time nursesTotal of 4 part-time nurses share other full-time nursing slotsUses per diem nurses as neededProcedure rooms are run by 2 full-time and 1 part-time GI TechHas 1 fabulous sterile processing techAverages between patients/procedures a day
7“Leadership is the art of accomplishing more than the science of management says is possible.” -General Colin Powell
8Legal Issues Faced As A Nurse Leader 1. Standard of Care: 2. Scope of Practice: 3. Liability: 4. Negligence: 5. Informed Consent: 6. Confidentiality: 7. Malpractice:This means as a Nurse Manager I must speak, write, and act legally, ethically & responsibly.All of my actions and the nurses under me must be carefully monitored to ensure and reduce potential liability.My clinical staff’s actions /words must not cause harm.I must ensure we all act reasonable & professional.All patients must fully understand a treatment & it benefits and risks before agreeing that it be done.As a Nurse Manager I must ensure that patients information is not being disclosed improperly.This occurs when the standard of care is breached. It is my job to do all that I can to prevent this.
9My Responsibility Regarding Legal Issues: Communication&DocumentationPracticing Ethical LeadershipEstablishing an on-going relationshipKnowing about currentLegal trendsEncouraging nurses to speakUp about errorsFollowing the American Disabilities ActThe Family Medical Leave Act
10Ethical Issues Faced As A Nurse Leader 1. Nursing Ethics: 2. Beneficence: 3. Nonmaleficence:These are based on a set of values derived by the professionDoing good by caring for the patientDoing no harm to the patientJustice = being fair to the patientAutonomy = preserving the freedom of the client and the nurseLoyalty = keeping promises made to the patientVeracity = telling the patient the truthConfidentiality = not sharing what was told in privateLife = treasuring the patient’s existence
1110 Ethical Principles To Follow As A Leader Frugality & therapeutic elegance: I recently did a Biohazard Waste Reduction Education which resulted in a 42% reduction of our biohazard waste costs.Clinical credibility through organizational competence: We just completed our yearly mandated clinical Skills Reviews and workstations. Every year, all employees must review required skills and pass tests on knowledge of our clinics standards of care.Providing Presence: I work alongside my employees every Monday and any other times that assistance is needed. I would never ask anything of my employees that I myself would not do.Representing ethical concerns: Monthly meetings are held to address employees concerns and ideas. All of these are taken very seriously.Loyalty: My clinic is my pride.Delegating ethically: Everyone has a job description and employees are only asked to do what is asked of them in this description.Responsible innovation: Change is brought about to ensure compliance, patient safety and employees well-being.Fiduciary accountability: We follow standards of care and only bill for appropriate procedures.Self-discipline: It is always wise to take a deep breath before answering any emotional question.Continuous learning: As shown by my current enrollment in college.
12Cultural DevelopmentA key purpose of our practice development is to transform the culture of care so that it becomes and remains patient-centered, evidence-based and is continually effective in our every changing healthcare systemWe are a private practice and must hold ourselves to a higher standard to be able to attract potential patients/customers
13Team Creation“Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.”-General Colin Powell
14One Bad Apple Can Spoil The Bunch Team CreationOne Bad Apple Can Spoil The Bunch
15Approaches To Team Building Build a visionEstablish shared goals & expectationsKeep employees well-informedPromote a caring environment that’s conducive to teamworkListenTeach supportive behaviorAssess & build self-esteem in employeesEncourage stabilitySet an exampleAccept ResponsibilityShare the spotlightEncourage & model positive interactions
16Combination of my motivation factors: My Coaching SkillsEXPECTANCY THEORY:Combination of my motivation factors:I focus on the future of our clinic and of my employees careersI only promote optimismConstructive criticism is still criticism and I believe should be avoidedValence: I educate the staff on what’s in it for themInstrumentality: I educate how our actions together as a team will reach our desired outcomeExpectancy: I believe and lead my staff to believe in our success
17My Leadership StyleI am influenced by the following leadership stylesThe first being The Human Relations Approach to Management. I focus on motivating my staff through teamwork, open communication, and innovation of ideas that fulfill our clinics and my employees goals.The second being Argyris’s Theory of Humanistic & Democratic Values. Increased output is seen if work is made to be exciting and challenging and all employees are treated equally as people.
18We were recently surveyed by the AAAHC Accreditation Association for Ambulatory Health CareThis agency provides voluntary accreditation which measures the quality of our services and performances against nationally recognized standards
19Ways I Prepared Our Center for Inspection Educated staff on what being surveyed meantEducated staff on reasons why the survey was needed to be successful to the future of our clinicReviewed all AAAHC/Medicare policy changesReviewed all Nationally made changes to standards of careI went through our center inch by inch looking for imperfectionsWhen problems were found staff were educated on why the process needed to be changed and how to change it
20After new processes were put into place, I rechecked on staff & procedures to make sure all was being carried out appropriatelyStaff were praised for doing things correctlyStaff were encouraged to offer ideasQuality & Assurance projects were all finishedStaff’s files were updated (if needed)Infection Control was preached over and overAll of clinics policies were reviewed and signed off by staffAll drugs were checked for expiration datesNo congregated cardboard was any longer allowed to be in the clinical area
21Contracted anesthesia service was re-educated on all safe needle and multi-dose medications protocolsStaff was reminded that PPE Protocol was mandatoryThe entire center was cleaned from ceiling to floorAll equipment was double checked to make sure it was in proper working order and up to proper standardsAll of our education, studies, and projects were placed in easy reading/review format for the surveyor
23My Keys to Successful Team Work My team understands our goals:Through meetings and daily interactions I provide clear direction to accomplish our vision and mission of our centerI take reasonablerisks:“You don’t know what you can get away with until you try.”-General Colin Powell
24My Keys to Successful Team Work Communication is open, honest & respectful:Monthly staff meetings encourage this, along with my open door policyMy staff has a strong sense of belonging to the group:I provide a deep commitment to my staff’s group decisions and actions. I not only have loyalty to the clinic, but also to my staff
25How I Promote Success In My Work Setting I learn from people who are different from meI manage my time and priorities appropriatelyI constantly acquire new knowledgeI think criticallyI perform with integrityI develop professional competenciesI network with other professionalsI communicate effectivelyI understand & am able to implement the problem solving processI contribute to our teamI successfully navigate across boundariesI balance my life, work & schoolI ALWAYS embrace change
26FORECASTING*Please note: I have not been in the position long enough to masterthe degree of forecasting, but hereare some of the ideas I expect to encounter in the future*
27Ideas On Forecasting 1) Establish the Business Need *Patients, doctors, nurses, techs, administrative staff*What/how much supplies are needed in a day/month/year?*How much sedation medications and supplies must be ordered for our anesthesia group?2) Acquire the Data*Use historical data of the past 2-5 years3) Build the Model*Decide on a forecasting model to use*Cause & Effect currently in use in this facility4) Evaluate the Results*Above model accuracy must be tracked & monitored
28A General Marketing Plan Logo: As seen on our websiteDevelop a close relationship with established & future patientsStay current on new medical practices & proceduresPromote medical servicesOffer great intangible servicesMake ourselves visibly seen in the communityPromote our services through PCP’s for referralsNegotiate with insurance companies to be reimbursed at the highest ratesUse different forms of media to promote our practice/clinic
29Our Target AudienceAll potential patients of colonoscopy screening age/criteria in Anne Arundel and surrounding countiesAll potential patients experiencing GI symptoms or disordersAll area Primary Care Physicians (to encourage them to refer their patients to us)All long-term facilities that would have the ability to refer their patients to us
30Employee Retention Plan (& Motivation) Employee retention is critical to the long term health & success of our practiceMake sure every employee clearly knows what is expected from them every day of workOffer high-quality of supervision of employeesGive the employee freedom to speak their mindEncourage innovation & leadership among employeesAllow employees to use and fully demonstrate their talent and professional skillsEncourage the employees to grow for the clinic and for their own goalsOffer moments of praise during employee meetings for those employees who go over and beyond or who just do a great jobEmpower employeesOffer rewards when meritedBe timely with work appraisalsEncourage health behaviorBe mindful that peoples personal lives do not always stop at the door when coming to workHave open communication
31Human ResourcesThe Administrator (my direct boss) and I do all of the hiring and firing. We think alike, we have the same goals and the same expectations of all employees.This makes for a very formidablerelationship!I only hire nurses/techs/support staff that I would want to be cared for if I was a patient. This process makes it very personal and causes me to choose only the best!Your looking at her!
32Billing & Office Manager Flow ChartDoctors & PartnersNurse Administrator(Me)Billing & Office ManagerLaboratory ManagerMedical Director(My direct boss)The remaining support staff falls under one of the appropriate 3 managers
33Implementation of clear management expectations OrientationaroundteamworkImplementation of clear management expectationsEmployeesall treatedfairlyInstant feedback and constant reinforcementConsistency throughout clinicEmphasisonrewardsEmphasis on long-term performanceFoundation of adequate knowledge & skillsCharacteristicsof goodACCOUNTABILITY
34The Fundamentals of Accountability Reduces humanerror by halfIsmotivation-orientedImproves staffmembers’performancePromotesself-actualizationLeads toEffectiveWorkpractices
35Disaster Preparedness Plans Internal DisastersExternal DisastersTypes of Disasters:*Fires*Power Outages*Bomb ThreatsTypes of Disasters:*Earthquakes*Hurricanes*Tornados*External Bomb Threats
36Internal Disasters Reasons for Evacuation *To remove patients and personnel from actual or threatened danger such as fire, explosion, etc.Implementation of Disaster Plan*The Administrator will be informed that an “internal disaster” is in effect. If fire is involved, they will call They will immediately notify all departments.*Patients will be evacuated from stricken areas to the far N.W. end of the parking lot.*Roll call with be taken before, during and after evacuation, if possible.*All patient charts will go with patients to be able to account for the patients in our care at that time.
37External Disasters*The person receiving the communications from 911 will notify the Administrator who will then notify all of the department managers and ask them to notify the staff under them*All patients and staff will be moved to the lowest floor in the building*All patients and staff will be moved into the OR admitting area, which is the center of the building and has no windows*Cover all patients with blankets*All patients and staff will remain there until there is no longer a threat*Roll call will be done and all patients charts must accompany them for us to know who we are accountable for*Elevators will only be utilized for the movement of patients or equipment
38Bomb Threat Procedure Notify authorities and key personnel POLICE When a phone call is received:Prolong the conversation as long as possible;Be alert for distinguishing background noises, such as music, voices, aircraft, and church bells;Note distinguishing voice characteristics;2Ask where the bomb will explode, and at what time;Note if the caller indicates knowledge of the hospital by his/her description of the location.Notify authorities and key personnelPOLICEAdministratorAll managers at work that dayEVACUATION:*If a bomb is found, the police will notify the proper authorities to come and disarm it. If evacuation becomes necessary, this will be a decision of the Administrator.
39*Local Surgery Center Manager Group NetworkingI belong to the following groups that help me up-to-date on changes in standards of care. We also use each other as resources for all clinical questions and for networking.*Local Surgery Center Manager Group*Local GI Network
40SuccessionThere are two ways to prepare someone to fill my shoes for once I advance from this current position*Internal Succession: Choose an employee who has the skill, knowledge, motivation & desire to fill my shoes and tailor them to fit their future role as my successor.*External: Succession: There are two options hereHire someone to fill my shoes who already possesses the knowledge and experience of what I require.Hire someone; train and tailor them with the expectation that eventually they will take my place as manager.
42One Final Note“Have fun in your command. Don’t always run at a breakneck pace. Take leave when you’ve earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.” -General Colin Powell