As the year winds down and we review our goals, outcomes, and accomplishments one reflects on what we could have done better, smarter, and/or more efficiently. And if so, would we have more to be proud of and more to celebrate at years’ end?
One thing for sure and where we may all agree, there’s ALWAYS room for improvement within the healthcare setting.
Performance Improvement has become a critical and growing focus in nursing. It serves to achieve efficiency, improve patient outcomes, and reduce costs. Beyond necessary, it is the right thing to do.
So, let’s do it! The often-recited adage “it takes a village” translated to “it takes teamwork” rings true in Performance Improvement. What are we doing? What do we need? How do we get there? That brings us to the leader of the team and more specifically, the “right” leader for the team.
Novice Leaders
While healthcare organizations experienced critical turnover in the last few years, we are seeing recent stabilization of nurse staffing levels. The current challenge, however, stems from the premature promotion of nurses into leadership roles without adequate training and development thus creating a team of novice leaders. Beyond the overwhelming and “learn as they go” management of basic role duties, they are also charged with leading their team to achieve quality outcomes. This requires an entirely different skillset and the ability to cultivate team trust and engagement and further to balance support while challenging the team to do more.
Competing Priorities
Whether you have a team of experienced leaders, novice leaders, or a mix of both, all juggle daily competing priorities. The struggle stems from a lack of knowledge, inability to effectively prioritize, inefficient time management, and/or the lack of resources/support. Unfortunately, and as a direct result the execution of performance improvement plans and initiatives may be delayed and therefore negatively impact patient outcomes.
Inability to Mobilize Teams
We know that healthcare leaders in total face complex challenges and further performance improvement tops this list. While leaders and teams may be committed to performance improvement, the stark reality is the existing lack of knowledge, skills, and ability to advance toward organizational improvement goals.
Pivotal to performance improvement outcomes are well experienced, knowledgeable, change management nursing leaders with the ability to skillfully enhance the work environment, navigate obstacles, and foster a high-performing team with improved outcomes.
A Proven Approach to Performance Improvement
At HealthLinx, our Transitional Leadership solution is firmly rooted in Performance Improvement and hyper-focused on achieving short-term SMART (Specific-Measurable-Attainable-Relevant-Timed) Deliverables that serve to hardwire sustainable change and position the department(s) for permanent leader success. We utilize expert onsite Transitional Leaders led by a HealthLinx Nurse Executive to actively work toward positive improvements and financial performance.
The benefits associated with Transitional Leadership are many and research has shown a positive correlation between high-performing nurse leaders, increased team engagement, enhanced efficiency, and improved clinical outcomes.
As the year comes to an end and fades in our rearview mirror, let’s shift our vision, plans, and goals to the year ahead. It is time to get serious about Performance Improvement and the perfect time to secure a solid plan to equip your team with the “right” leader to drive Performance Improvement.
