Delegate and develop skills demanded by health managers to the team.

-many doctors with access to managerial posts must learn to lead progress ”

-the website Medicoygestor.com offers a book, free download, with practical advice for health professionals who manage teams

Madrid, 2011-August according to a survey conducted by medicoygestor.com (1) among doctors who develop tasks of management, the most valued qualities among the chiefs are the ability to delegate (52.2%) and provide coaching to develop the rest of the team (47.8%). The most common defects between the heads is also not give support (43.5%), not to recognize the accomplishments (39.1%) and not give freedom to subordinates (39.1%).

Respondents also insist on the need to listen to the team, especially when we incorporate as heads to a new organization. Finally, the management style that respondents considered most appropriate is the participatory and collaborative.

The presence of a leader improves clinical outcomes

Many health professionals who manage teams recognize that they must learn to be good heads progress ”. It is not a failure, people management and other skills are not part of the curriculum for the career of medicine and doctors, in addition to his medical work, occupying managerial posts, try to acquire these skills primarily self-taught (2).

In a study published in 2010, Nurok et to the have shown that the presence of a leader at the head of the team can improve climate work and, more importantly, clinical outcomes. Thus, this author argues that the skills reinforce management directives, required interventions on the team to improve the results of the clinical indicators (3).

Developing leaders is not easy to

However, develop leaders in health care is not easy. Among other reasons, by the lack of time and the disconnect between the way in which we see as heads and how see us our team. Also, according to a study conducted by TRACOM (a consultancy specializing in relational styles, coaching and behavioural development) a group of 377 health managers, 55 per cent believed that their chiefs should improve their management skills and 78% believed that their chiefs should improve their interpersonal communication skills (see), in other words, its ability to develop constructive and confidence relations (both inside and outside the Organization) and capacity to motivate others.

Another cause is that business management literature is extensive, but there are not enough materials specifically aimed at health professionals, to develop these concepts in a simple and practical way. Therefore, Medicoygestor.com has published a detailed report of 190 pages, which can be downloaded from this web site.

This document contains some keys to help health professionals to become better managers of people. The book is divided into three sections: you, your team and your organization, each of which contains practical recommendations that can be applied by the reader. It also includes case studies and check-lists for use in a wide variety of contexts.

From the website medicoygestor.com are a series of questions to those who have responsibilities of management on other health professionals. Among others:

– do we have a common goal in the team
-? does have clear functions has each Member of the team?
– what challenges we face as a team?
– What are our strong areas as a team? what our weak points how team?
– we have a defined mechanism to share information and to assess and revise our objectives?
– do?Meet the team objectives and strategic priorities? do you share them? they support them?

Referencia:

(1) Survey conducted by the author 30 doctors positions of management (September 2010 to January 2011), from United States, England, Italy, New Zealand, Canada, Spain

(2) Markuns JF, Fraser B, Orlander JD. The path to physician leadership in community health centers: implications for training. Fam Med. 2010 Jun; 42 (6): 403-7

(3) Nurok M, Lipsitz S, Satwicz P, Kelly, Frankel. A novel method for reproducibly measuring the effects of interventions to improve emotional climate, indices of team skills and communication, and threat to patient outcome in a high-volume thoracic surgery center. Arch Surg. 2010 May; 145 (5): 489-95