Healthcare administrators, practice leaders, office managers and other executives tend to develop certain leadership styles. First, there’s the traditional authoritarian approach, where a leader might tells his subordinates, “Do what I say and don’t ask questions.”  This style is usually best suited for crises or other situations that require an immediate response.  But when applied on a day-to-day basis, the authoritarian approach can drive away knowledgeable and creative employees who see that their ideas and suggestions are not welcome.

In contrast, a democratic leader tries to build consensus around each decision.  She might ask her team, “Tell me what you think we should do.”  This is a far better approach when facing a challenging issue, because it provides multiple perspectives on a problem.  A marketing manager, for instance, will likely make different suggestions for developing a new outpatient program than the organization’s risk manager or CFO.  However, the democratic process takes time and can try the leader’s patience.

Of course, there are plenty of variations on these two styles, such as the “open door” leader, who welcomes employee feedback, but ignores those suggestions when making decisions. And there’s the “share the blame” leader who asks others to buy into her actions after she’s already made a decision.

In today’s fast-paced world, there seems to be a shift back toward more traditional decision-making. When there’s a “crisis” every day – whether real or perceived – it’s hard to spare the time for thoughtful decision making.  But successful healthcare executives recognize the importance of the democratic approach in facing immediate issues and developing longer term strategies.  That’s why an annual retreat or weekly planning sessions can help a leader stay focused on the organization’s mission, goals and objectives.  In the end, there’s no right or wrong when it comes to leadership styles.  Instead, it’s a matter of knowing your own preferences, but not letting those habits sway you when deciding how best to handle a particular situation.

In the next decade, the United States faces a shortage of approximately 40,000 primary care physicians, according to the American Academy of Family Physicians.  In 2013, the new Congress is expected to consider one strategy to help address this growing problem.

Last year, Rep. John Sarbanes (D-Md.) introduced the Physician Reentry Demonstration Program Act, which focuses on bringing retired physicians back into active practice.  In his bill, Sarbanes proposed launching a demonstration project under the U.S. Department of Health & Human Services to see how well this concept would work at hospitals and other healthcare organizations.

Under Sarbanes’ bill, these older physicians would need to undergo the usual credentialing procedures. If the demonstration project were to be enacted, evidence-based assessments and evaluation tools would be used to measure core competencies, in accordance with the guidelines of the Federation of State Medical Boards.

For physicians, one of the intriguing aspects of Sarbanes’ bill is that it provides greater flexibility for physicians to make their own career decisions.  For instance, a doctor who has left a full-time clinical practice might enjoy practicing on a part-time basis, or taking advantage of flexible scheduling to take on a series of temporary positions.

Because aging Baby Boomers will require more healthcare services each year, the need for more primary care and specialized physicians will continue to rise for at least 15 more years. Therefore, the clock is ticking in terms of finding effective solutions to the shortage.

Other options include increasing the size of the nation’s medical schools, bringing in more foreign physicians or using physician assistants and nurse practitioners to handle more routine patient cases.   In any case, U.S. healthcare organizations will need to exercise their ingenuity in finding sustainable solutions to this gap between demand and supply for physician services.

For healthcare organizations, the biggest technology trend of 2013 is likely to be the mobility revolution.  Certainly, the widespread adoption of smartphones and tablets – as well as medical diagnostic carts, video-enabled robots and other telemedicine tools – is dramatically changing work practices at physician offices, hospitals, medical laboratories and other healthcare organizations.

For example, 66 percent of physicians who responded to InformationWeek Healthcare’s 2012 Priorities Survey, said they were using iPads or other tablets for medical purposes, up from 45 percent in 2011.  That’s because tablets hit the mobile “sweet spot” for doctors.  They’re lightweight and easily transportable from exam room to exam room, yet have a screen that’s easy to read.  Tablets allow physicians, nurses and other team members to access patient EMR records, diagnostic scans, drug references and other valuable information.

Along with the explosion of mobile devices has come a parallel expansion of mobile applications – some specific to the healthcare sector and others designed for the consumer.  It’s easy for health-conscious consumers to download apps for fitness routines, nutritious diets and a myriad of other wellness objectives. Other apps can be used in conjunction with add-on devices to measure blood pressure, glucose levels and other health indicators.  A recent global survey by PricewaterhouseCoopers (PwC) found about half of consumers, physicians and payers expect mobile apps to improve the cost, quality and convenience of healthcare services in the next three years.

One of the challenges facing U.S. healthcare organizations is determining the best way to use mobile devices and apps to operate more efficiently, market their services more effectively and improve outcomes for their patients.  By addressing these issues in 2013, organizations have an excellent opportunity to capitalize on the benefits of the mobility revolution.

With the start of a New Year, many people prepare a list of resolutions relating to health, money, career and family relationships.  But rather than dilute your energy that way, consider applying the power of 1.  That means thinking about what one goal you would most like to accomplish in 2013 and directing your energy toward that goal on a consistent, sustainable basis.

A good way to start that process is to look back on 2012 and identify your single biggest achievement along with the one thing you wish you had done better or differently. For instance, you might have spent more fun times with your children – an important personal success – but missed your annual health checkup with your doctor. Or you might have gotten a raise, but regret turning down a position with a different employer.

In any case, looking at the past year can provide you with a good perspective on your present situation as well as your goals for the future.  After all, your personal values and long-term goals are unlikely to change significantly from year to year.  But identifying one key objective for 2013 can help you focus on what’s most important for you personally in the months ahead.

Let’s say your foremost objective is to trade your current position for a rewarding healthcare job – one that advances your career.  By keeping that in mind, you can determine the steps needed to achieve that goal, and measure your progress on a daily, weekly or monthly basis.  It takes energy and determination to make a career change.  Having a clear objective and an action plan can help ensure that you move forward, even if you feel discouraged.  So harness the power of 1, and make this a great New Year!

‘Tis the season for holiday parties.  And whether you’re enjoying your current position or looking to find a new job, a holiday party can be a great time to network.  Of course, it’s important for you to get into the spirit of the event, although it’s not a good idea to get heavily into the spirits, as well.

The basic rule of thumb for having a successful holiday party is to walk around and talk with other people.  Sitting in your chair, talking only to your best friend or hiding behind the bar is not a good idea.  Instead, you should put a smile on your face, offer friendly handshakes and talk with everyone you see.  Take a positive attitude, and offer compliments to your co-workers, bosses and subordinates.  You can mention specific accomplishments or mention the positive aspects of their personality.  Of course, you should avoid negative gossip or backbiting. If you have worries about the year ahead, try to put them behind – at least during the party.

If you want to kick your holiday party strategy into a higher gear – say if you really want a new healthcare job in 2013 – then you should do a little advance planning. Identify one or two key people that you’d like to engage in conversation, perhaps one of the managers or a professional in a different department. Think about how you might tactfully bring up the fact that you’re interested in a new position, and have come to that person for some advice. Don’t aim to get into an in-depth interview about your qualifications of why you’re looking. Instead, raise the topic, see if you get a positive response, and then suggest a follow-up meeting in the next few days. That will allow you to go back to circulating among the other party-goers and enjoy the rest of the event, while knowing that you’ve take a step forward in your job hunt.  Happy holidays!

It always seems like the month of December sneaks up on everyone.  Suddenly, it’s time for holiday parties, client luncheons, charitable activities and other seasonal events.  At the same time, many healthcare staffers realize they have unused vacation time and decide to take off for a week or two before the end of the year.

As a result, physician groups, hospitals, laboratories and other healthcare organizations often find it difficult to stay fully staffed during the late December – early January season.  Many organizations already have temporary staffing plans in place to fill those gaps in the schedule, while others find themselves looking for help at the last minute.

Since December staffing issues are a highly predictable occurrence, All Medical Personnel urges healthcare organizations to take a proactive approach.  That might involve reviewing last year’s employee schedules to determine how many people took vacation or personal days during the month.  That can help in projecting staffing needs for this December.  Planning ahead for staffing coverage is also important when arranging a holiday party or charitable event.

If everyone in the office is volunteering a half-day to serve meals to the homeless, deliver gifts to needy children or contribute in another way, then be sure to have temporary staffers in place to “hold down the fort” in the meantime.  It may seem obvious, but it’s surprising how temporary staffing issues are often left to the last minute amid the busy activities of the month.  With the biggest holidays of the year just ahead, All Medical Personnel recommends taking a careful look at your December staffing plans to be sure you can continue to provide seamless care to patients and clients during the 2012 holiday season.

Whether you’re just starting out in your healthcare career or a seasoned veteran, you didn’t achieve your goals by accident.  It took training, dedication and a desire to succeed on your part – plus the encouragement and support of other people in your lives.

With Thanksgiving just a few days away, now is a good time to reflect on the family members, friends, teachers, mentors, job recruiters and managers who believed in your abilities and helped you move ahead with your healthcare career.

Perhaps you became interested in becoming a physician or nurse at an early age.  You might have wanted to help a family member with a chronic medical condition or been inspired by the stories a parent, aunt or uncle or older sibling told you about “the helping professions.”  Or the spark might have been ignited by a teacher in high school, a laboratory class in biology or chemistry or the hands-on experience provided by a magnet program.

Other professionals found their way into healthcare during their college years, deciding to earn a certificate or degree that opened the door to a challenging but rewarding career. In many cases, a mentor helped shape the direction of a student’s interest, particularly in graduate-level programs or advanced training in a specialty field.

And don’t forget the importance of those career counselors in high school, college and the “real world,” who helped you develop job-related skills like writing a job application letter and resume, preparing for an interview and making a favorable impression on the recruiter.

In the spirit of the season, we invite you to say “thank you” to the people who provided encouragement, education and support for your goals and dreams. Happy Thanksgiving!

With President Obama returning for a second term, the debate in Washington over the merits (or demerits) of the Affordable Care Act (ACA) is finished.  Now, physicians, hospitals, payers and other healthcare organizations can focus on how the ACA will be changing the landscape over the next few years.

First, the Obama administration will soon start releasing the regulations needed to implement the ACA, whose major provisions are scheduled to take effect on January 1, 2014.  That will give healthcare organizations about a year prepare for the new rule, although it’s possible that the implementation of some ACA provisions will be delayed until later in 2014.

In the past few months, much of the public debate over the ACA has been centered on employer-related issues, such as who should be covered, what coverage is needed and what penalties apply for failing to provide that coverage.  Those employer-employee provisions will also affect U.S. hospitals, health systems and major physician groups.

For most providers, an even more important issues is how the ACA will increase demand for care.  The impact will vary across the country, since each state will decide whether to expand Medicaid and set up a subsidized health insurance exchange for individuals to obtain coverage.  However, the ACA is already increasing coverage, as a recent U.S. Census Bureau report found that the number of uninsured Americans decreased in 2011 for the first time in four years.

Therefore, physicians, hospitals and other providers should try to estimate the number of uninsured residents in their markets to estimate the potential growth in demand in 2013 and beyond.

Initially, the growth in coverage is likely to spur demand for primary care services, with a “trickle up” impact on specialty care through referrals.  However, providers of all sizes and types should begin making plans for their staffing patterns in the coming year to ensure that they can continue to deliver quality patient care.  In many cases, temporary staffing can provide a flexible solution to finding the right professionals needed to meet the increased demand for services.

Medication adherence will be an increasing important measure of quality with the growth of accountable health organizations (ACOs) in the nation’s healthcare delivery system.  Many of the quality measures established by the Centers for Medicare & Medicaid Services (CMS) involve the effective use of medications in patient care, particularly in cases involving chronic conditions like hypertension and diabetes.

Promoting medication adherence may also provide financial benefits to ACOs, since patients who comply with physician instructions are more apt to keep their conditions under control.  That means they are less likely to need expensive emergency or in-patient services, allowing ACOs to recoup some of the potential cost savings.

In today’s healthcare climate, hospitals, physicians and other providers will also need to pay close attention to medication adherence strategies, even if they do not join an ACO.  That’s because effective patient follow-up – through phone calls, emails, texts or patient portals – can improve long-term outcomes while reducing overall costs.  For example, diabetes patients with low levels of adherence have almost twice the total annual health care costs of those with high levels of adherence, according to the New England Health Institute (NEHI). Overall, NEHI has estimated that one-third to one-half of all patients in the U.S. do not take their medications as prescribed by their doctors, adding as much as $290 billion annually to the nation’s total health care expenditures.

Fortunately, healthcare organizations have a variety of ways to promote medication inherence. One of the most effective is for a professional to take the time to answer a patient’s questions, explain the importance of compliance and obtain follow-up contact information prior to discharge.  That allows the provider to reach out to the patient at appropriate intervals to see if a medication has been purchased and is being taken as prescribed.  A phone contact also provides an opportunity to answer any questions and discuss any potential side effects.  In addition, the use of electronic health records (EHRs) and e-prescription applications can help automate the follow-up contact system, making it easier for providers to achieve the quality and cost-saving benefits of improved medication compliance.

Healthcare organizations throughout the U.S. need to move quickly to address the mobility revolution.  Every day, more consumers use their smartphones and tablets to search for information, connect with friends, watch videos and hunt for retail bargains.  Mobile internet usage is accelerating around the world, creating a dramatic change in the way Americans are accessing healthcare information.

Many hospitals and health systems with in-house IT teams are developing mobile applications (apps) that provide information about their services.  Ambulatory and urgent care centers often use text messaging (SMS) to reach consumers who may already be in their cars.

Physicians and other providers are focusing their technology spending on electronic medical record (EMR) systems and patient portals that can be accessed from the desktop or mobile device.  That’s a clear indicator of the ongoing convergence of digital, social and mobile channels.  For instance, a potential patient might search for reviews of a provider on her tablet, watch a YouTube video of a procedure on her desktop computer, and gather the opinions of her Facebook friends using her smartphone.

Healthcare organizations of all sizes should consider this trend carefully when planning their patient communication, education and marketing programs.  Savvy providers realize it’s no longer enough to rely on a ‘traditional’ website accessed by a desktop or laptop computer.  Instead, an organization must reach out to current and prospective patients through the most popular social media sites (Facebook, Twitter and YouTube) using their mobile devices.  Providers who get in front of the mobility curve will have a distinct advantage in their markets, while those who fail to address this key consumer trend will fall behind.