Audience:

Chief Medical Officer, Chief Nursing Officer, Compliance Officer, Emergency Department Personnel, Joint Commission Coordinator, Medical Records, Quality Improvement personnel, Risk Manager, Legal Counsel.

Overview:

Making the transition from being a staff person one day to a supervisor or manager the next is a significant step. Transitioning from individual contributor to being an effective leader is far more challenging and complicated than ever before. The ability to use diplomacy, negotiation, persuasion, and alliance building is extremely important. Creating staffing and budget plans to meet department and organizational goals are only part of the equation. Those tasks must be performed in conjunction with the ability to work closely and collaboratively with others.

The first session in this two-part series will center on knowing yourself, knowing your people, and developing trust in the team. The second session will address critical thinking skills, conflict management, time management, and coaching skills.

Learning Objectives:

– Recognize the skills needed for critical thinking and effective problem solving in health care.
– Explore conflict scenarios and strategies for addressing them.
– Discuss the fundamentals of coaching social workers and nurses and describe how they differ from managing clinical performance.
– Recite techniques for effective time management that can be implemented in a healthcare setting.
– Describe how to effectively manage the challenges and shifts in perspective that occur when transitioning from a staff position to a manager.
– Identify foundational trust-building skills.
– Discuss the characteristics of an effective manager.
– Describe emotional intelligence and its importance for leaders.
– Identify personal behavior style through the DiSC profile.
– Identify how to use an effective listening model to improve communication skills.