Leadership Skills in Emergency Medicine -...
Transcript of Leadership Skills in Emergency Medicine -...
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Leadership Skills in Emergency MedicineThe Elephant in the Room!
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ObjectivesObjectives
• To understand the essentials of leadershipTo understand the essentials of leadership and leadership development in Emergency MedicineMedicine
• To illustrate these principles with practical examples from our specialtyexamples from our specialty
• To push the envelope in your thinking b t l d hiabout leadership
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DisclosuresDisclosures
• nonenone
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Three casesThree cases
• 48 yo female – given RSI- unable to48 yo female given RSI unable to intubate/ventilate – sats dropping
• Swissair Flight 333 has crashed off• Swissair Flight 333 has crashed off Peggy’s Cove – potential 240 victimsD t h i ll f d i i t i• Dept chair calls for advice – intensive care physician gave KCL to patient to ease pain
d ff i lti i “ if l” d thand suffering resulting in “merciful” death
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LeadershipLeadership
• Examples outside of health careExamples outside of health care• Qualities to aspire to
E l ithi H lth C d• Examples within Health Care and Emergency Medicine
• Some practical examples
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Nelson MandellaNelson Mandella
• Clear visionClear vision• Value based• Active listenerActive listener• Mentor and teacher
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Wilfred LaurierWilfred Laurier
• Art of compromiseArt of compromise and dialogue
• “sunny ways”y y• Skilled orator
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The OfficeThe Office
• VisionVision• Trust• CommunicationCommunication• Micromanagement• Active listening• Active listening
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The Vision thingThe Vision thing
• Not just wordsNot just words• Inspire others• Simple messageSimple message• Values based
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Leadership and managementLeadership and management
• Clinical expertise• SchedulingScheduling• AFP negotiations• Policies/procedures• Policies/procedures• Capital equipment• Time management• Time management• Meeting management
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Leadership and managementLeadership and management
RecruitmentRecruitmentNew programsInnovative practiceInnovative practice
modelsAcademic developmentAcademic developmentmentorship
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Leadership Challenges in E M di iEmergency Medicine
• OvercrowdingOvercrowding• Recruitment
N d l f• New models of care• Funding• Academic development• Hospital/health system change/mergerHospital/health system change/merger
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Key Attributes of LeadersKey Attributes of Leaders
• VisionaryVisionary• Reflective
Ch i ti• Charismatic• Dynamic• Flexible• AdaptableAdaptable
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Key Attributes of LeadersKey Attributes of Leaders
• Internal self awarenessInternal self awareness• Strong values
T t• Trust• Active listening• Coping with change
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Change ManagementChange Management
• Leadership and management skillsLeadership and management skills• Inspire and coach
L d b l• Lead by example• Plan, organize,measure,control• Be flexible
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How Do I learn to be a leader?How Do I learn to be a leader?
• MentorshipMentorship• Practice
R i l d hi lit t• Review leadership literature• Selected courses• journal• Get a coach?Get a coach?
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Case examplesCase examples
• A previously stable academic ED after aA previously stable academic ED after a long negotiation has achieved an AFP that will be a tool to further academicwill be a tool to further academic development
• After 12 months a new government• After 12 months, a new government reduces the academic component, and there is lukewarm support from thethere is lukewarm support from the hospital and university
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ActionsActions
• Detailed re-negotiation of AFP?Detailed re negotiation of AFP?• Academic job action?
Cli i l d ti ?• Clinical care reductions?• Other?
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Case Example #2Case Example #2
• Long standing ED physician has ongoingLong standing ED physician has ongoing disruptive behaviour
• Recent escalation with event on night shift• Recent escalation with event on night shift with nursing and resident staff
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ActionsActions
• Specific reviewSpecific review• Regular 360 review
R i il d ?• Remove priviledges?• Other actions?
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Back to the CasesBack to the Cases
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Three casesThree cases
• 48 yo female – given RSI- unable to48 yo female given RSI unable to intubate/ventilate – sats dropping
• Swissair Flight 333 has crashed off• Swissair Flight 333 has crashed off Peggy’s Cove – potential 240 victimsD t h i ll f d i i t i• Dept chair calls for advice – intensive care physician gave KCL to patient to ease pain
d ff i lti i “ if l” d thand suffering resulting in “merciful” death
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Case 1Case 1
• Crisis resource managementCrisis resource management• Situational awareness
P bl l i f i di id l• Problem solving for an individual case
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Case 2Case 2
• Follow disaster planFollow disaster plan• Mobilize resources
L d b l• Lead by example• Organizational techniques• Media management
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Case 3Case 3
• Facts of caseFacts of case• Discipline physician
R t CEO/B d• Report up CEO/Board• Disclosure to family• Deal with staff and physicians• Develop standardized protocolsDevelop standardized protocols
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Case 3 – What really happenedCase 3 What really happened
• Physician disciplinedPhysician disciplined• No requirement for College to be informed
F il t i f d• Family not informed• Staff not happy
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Case 3Case 3
• Six months laterSix months later…..
P li t d h i i h d h• Police arrested physician- charged her with murder
• CEO and board ran for cover• VP med lost his jobj
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Emergency Medicine – Training G d f L d hi R lGround for Leadership Roles
• Hospital CEO – Barry McClellan TimHospital CEO Barry McClellan, Tim Rutledge
• VP medical Jim Worthington• VP medical – Jim Worthington• Provincial Coroner- Andy McCallum• Provincial Registrar – Rocco Gerrace• Dean – Faculty of Medicine – David y
Walker
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Reading ListReading List
• Good to Great – Jim CollinsGood to Great Jim Collins• Leading Change – John Kotter
L W lk t F d N l M d ll• Long Walk to Freedom – Nelson Mandella• Wilfred Laurier – Andre Pratte• Leadership is an Art – Max De Pree
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