30 Healthcare Management Forum Gestion des soins de santé

ffective planning is vital to a healthcare executive’s career. It is veryimportant to be able to identify trends and new skill sets that areessential as things change and we move toward the future; it is alsovery important to accept new ideas and methods for accomplishingorganizational objectives in the coming age of healthcare. Healthcareexecutives of the future must be flexible and adaptable:

• they will be innovators and collaborators, not controllers;

• they will no longer be able to hold on to rigid thoughts andideas; those that resist and do not embrace the changes of the“new age of healthcare” will go the way of the dinosaur and willnot be seen again.

Healthcare executives of the future who wish to be successful will need toacquire skill sets quite different from those in use by the successfulhealthcare executive of today. The objective of this article is to help today’sexecutive prepare for tomorrow, through rigorous self-assessment and aplanned upgrade of current skills and practices.

CommunicationIn order to effectively manage change in the organization, a healthcareexecutive needs to be able to effectively communicate on a variety of levelswith boards of directors, medical staff, employees, patients, and thecommunity at large. Communication abilities have always been valued assetsin a healthcare executive; however, the effective communicator of the futurewill not only have outstanding written and verbal communication skills, butmust also be able to listen attentively and effectively utilize various visualaids like charts, graphs, or animation to illustrate points.

Visionary LeadershipIt is becoming increasingly more difficult for healthcare leaders to tightlymanage and control many aspects of their organizations. The healthcareleader of the future must be able to set parameters and expectations in sucha way that it permeates and becomes the culture of the organization. Avisionary leader is not only an innovator but also someone who can actuallycreate a new culture for the new future direction of the organization. This typeof leader must be able to bring about and manage change. Leaders who feela need to micromanage as many aspects of the organization as possible donot have a bright future in healthcare. Boards and healthcare organizationswill need future leaders who:

• have a vision;

• can effectively articulate and communicate the vision;

• can achieve a “buy-in” to the vision with major stakeholders; and

• can implement change through their leadership.

CAREER MANAGEMENT

Essential Skills for the Futureby Joseph P. Verga

Joseph Verga, BA, MS, CHE,is the President & CEO of Canadian MedicalPlacement Services Inc.(CMPS), a Medical and Executive Searchconsulting firm based inLondon, Ontario. He hasrecruited healthcareprofessionals extensivelythroughout Canada andthe USA. He has alsorecruited internationally for several countries.Before joining CMPS hewas the CEO of a majorhospital system for over 10 years. He is alsocurrently an expertconsultant on hospital andhealthcare accreditationand has consultedextensively throughoutNorth America andinternationally includingmajor academic centres.He is board certified inhealthcare managementand a Certified HealthcareExecutive in both Canadaand the USA.

E

Healthcare Management Forum Gestion des soins de santé 31

Physician RelationsOne of the most important and challengingskill sets for the future healthcare leaderis the ability to deal with physicians.Effective management of a healthcareorganization is impossible when themedical staff is hostile. The new leadermust be able to successfully align organi-zational priorities with the medical staff.This is especially important when decisionsare made regarding precious resources. Itis essential to involve physicians in thestrategic planning and decision-makingprocesses. The ability to recruit andretain physicians is also essential. Thesuccessful healthcare executive of thefuture will have the skills to accomplishorganizational objectives by working withphysicians to improve the organization.

FinancialIn an era of tight financial resources,another essential skill set for the new ageincludes not only the ability to developand responsibly manage budgets butalso the ability to innovate and developalternate revenue sources.

This may involve public-private partner-ships or other kinds of alliances that willeither introduce more resources to theorganization or reduce its financialliabilities. Effective financial planningrequires leaders to align the priorities ofall stakeholders in the organization andallocate fiscal resources in a mannerconsistent with the strategic plan of theorganization.

Managing RiskAlmost everything in a healthcareorganization involves some level of risk.The healthcare executive of the futurewill be able to assess levels of riskassociated with decisions at all levels ofthe organization. It is important to identifyand understand the level of risk that theorganization is willing to assume so thatrisk levels can be minimized. Conversely,the decision-making process cannot beparalyzed by fear of risk.

Team BuildingThe successful healthcare executive ofthe future will be an excellent teambuilder. A healthcare organization will

not be successful and may not survivewithout effective leadership throughoutthe organization. It is therefore vital thatleaders be able to build effective teamsin order to effectively delegate decision-making, responsibility, authority, andaccountability. An effective team builderis good at sharing rewards and responsi-bilities throughout the organization.

Conflict ResolutionIn a healthcare environment many differenttypes of conflicts arise. Almost everydecision made in a healthcare organizationhas the potential to anger some group orindividuals. A successful healthcare leadermust be skilled at managing and resolvingconflict in a diplomatic manner. Thoseable to effectively deal with the inevitableconflicts and anger, and skilled at helpingall stakeholders work together in the bestinterests of the organization have a rareand essential talent.

Negotiation SkillsMany stakeholders in a healthcareorganization have competing interests.Negotiations with physicians, unions,

governments, vendors, alliances, andothers are inevitable as the organizationplans for the future; almost every strategicinitiative involves negotiation, and it istherefore a critical skill for all healthcareexecutives.

Computer SkillsStrong computer skills are essential. Welive in a world of technology, and leadersmust be able to manage the tremendousamount of information that inundates an organization. Computer skills andcommunication skills go hand in hand;you cannot be an effective communicatorwithout a good working knowledge ofWord, Excel, PowerPoint, and the Internet.

There are many ways you can improve orattain the essential skills needed in anever-changing healthcare environment.There are continuing education coursesoffered at colleges and universities, orthrough professional associations likethe Canadian College of Health ServiceExecutives (CCHSE). Attaining orenhancing these essential skills will helpto ensure your future success.

Tip the scalesin your favor

CPHQ certification, the only accreditedinternational credential in healthcare qualitymanagement, gives you the professionalcredibility you need. Let it work for you!

For certification information,call 1-800-346-4722 or visitwww.cphq.orgFor membership information,call 1-800-966-9392 or visitwww.nahq.org

The CPHQ Program isaccredited by theNational Commission forCertifying Agencies, adivision of the NationalOrganization forCompetency Assurance,Washington, DC.

CE

RTI

FIED PROFESSIONAL

IN

HEALTHCARE QUALIT

Y

®

For certification information,call 1-913-599-4173 or sendus a fax at 1-913-599-5340

or visit www.cphq.org