Practical Strategies for Emergency Medicine Leadership
In this virtual leadership series session, participants will learn problem-solving strategies for leadership issues in Emergency Medicine, explore leadership literature within and outside the medical field, and gather insights on leadership resilience and lessons learned. The session covers case reviews on recruitment challenges and physician professionalism, offering practical tips and next steps for effective leadership in healthcare settings.
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Presentation Transcript
Virtual Leadership Series Virtual Leadership Series Session 4 Learning Objectives By the end of this session, the participant will be able to: 1. provide practical strategies to problem solve leadership issues in Emergency Medicine; 2. Introduce EM leaders to the leadership literature both inside and outside medicine; and 3. summarize lessons learned from all four sessions and provide strategies for leadership resillience
Faculty/Presenter Disclosure Faculty/Presenter Disclosure Relationships with Financial Sponsors: Doug Sinclair . None Lois Bowden . None Eric Clark . None
Case Reviews and Leadership tips- Case#1 After many years of recruiting, the ED chief and local recruiting committee have finally recruited to a full complement in an academic ED For the first time in many years, all ED shifts will be full [ even overfull] and there are no upcoming retirements or mat leaves Four new recruits just hired and will start in the next six months One week later, the Chief learns about the availability of an excellent new trainee who will graduate next year. The new trainee is highly qualified, from the local area, and is an African-Canadian
Next Steps Proceed no further there is no vacancy? Develop a recruitment plan? Assess readiness, and willingness of the group Be prepared to be surprised!
Case#2 Physician Professionalism A senior ED physician has had long standing issues with off colour remarks and interactions, mostly with nursing staff. As ED chief, you review his file it is empty At your first meeting to review behaviour, he becomes offended, and states that he provides great care, and his humour is helpful and accepted as a stress reducer for all staff
Case #2- Next Steps Documentation of behaviour need to be very specific Regular meetings and review Use professionalism policy guides either hospital or college Have a graded response Use specific tools 360 reviews/pulse 360 to guide feedback Have a goal in mind do you want this physician to improve or resign? It may take time to achieve this goal
Case #2 When Patient Care is at Risk Careful documentation and case review Consider immediate work stoppage or suspension Need to define what exactly is the problem/diagnosis Work with your VP medicine Alternation or suspension of privileges as a final pathway Reporting to the College never a threat or negotiation CMPA can actually be helpful in some privileges cases
Dealing with Hospital Administration How to GSD [ Get Sh.. Done] Clearly define the problem and the solution, both short and long term Work up a proposal with your Co-lead [ might be formal or informal] When administration tells you there is no money - not true there just is no money for you! Ask for some Project Management support Consider a pilot project Don t be intimidated by a request for a business plan Consider Foundation/donor support
Never say that the project will decrease ED volumes Never say that reduction of ED visits or inpatient visits will save money Make sure your project is the right thing for patient care Start part way through a fiscal year Be persistent! Remember a well defined project, with a reasonable budget [ 50K or less] and clear outcomes will likely be funded
Dealing with other Chiefs/Departments Mental Health Patients in the ED direct admissions Follow up appointment for busy services like orthopedics Long consult times in the ED
Leadership Opportunities- Where do I start? CAEP committees/task forces EHR implementation be careful! Medical Staff Associations Don t volunteer to review patient complaints! Remember our previous sessions LEADS starts with Lead self! Task force/project [ not committee!] within hospital or health care system Working with your foundation
