Medical settings are complex organizations requiring expertise in health care intervention, business skills, and people management.

Most leaders and managers have extensive training in medical care, and often in business. Few have training in the people side of business. It is this area that can make or break the quality of care delivered by your system.

 

My consulting focuses exclusively on the people side of your medical service provision. I have a long history of working with physicians, nurses, medical practices, and hospitals. I can help build the quality of your people management from your leadership to your front line staff. I can help build your leaders and your teams. I can help with culture change or crisis management. The process can build an esprit de corps among your staff to create a high performance medical center.

In providing support for your organization I meet with you, assess your needs, and provide services tailored to your requirements. My services include:

 

  • Culture and people change management

  • Team building and trust enhancement

  • Communication improvement

  • Collaboration and mediation

  • Leadership development and executive coaching

  • Conflict resolution

  • Crisis management

 

Case Example: A Team of Specialty Nurses

 

One hospital asked that I work with their unit that handled all the difficult cases not appropriate or fitting for the other units. The nurses were consequently facing new and unique care needs with some very sick patients. They had begun to see themselves as the dumping ground for other units. Their morale was low and their teaming was inadequate. After interviewing the head supervising nurse, I met with the entire team (which was a real trick given that there were three shifts). The team openly described their feelings and their difficulties working in this unit. They all had a chance to express and to comment on ideas for moving forward. Simultaneous to the team meetings were individual coaching meetings for the unit supervisor. She had been frustrated by the behavior of her team members and was becoming demanding, not strategic.

By the second meeting we determined that the unit had no positive identity. After reviewing their activities, I suggested that they needed a new name (other than 3A). The process of naming forced them to admit that they had multiple specialties and needed advanced skills to deal with their patients. Their new name, the Multi-Medical Specialty Unit spoke to an evolving pride in their work. Buttons were ordered for the MMSU and nurses agreed to help one another by sharing their unique knowledge and skill sets. The team launched their new unit name at a party celebrating the changed unit