Welcome to Essential Skills for CV Program Management. This is part one of the introduction of management and leadership. My name is Nikki Smith and I'm Director of Member Services for Medaxium. These are my disclosures. So I'd like to start by saying congratulations. You've signed up for this education because you've taken a new step in your career. That should be celebrated. Whether you're new to a leadership role, new to practice management, or ready to up your game with a little education, congratulations on taking this step. Here are our learning objectives. To understand the importance of professionalism and leadership roles, including specific characteristics. To learn the key effect of communication and master the seven C's of communications. Become familiar with the P-O-L-C framework, planning, organizing, leading, and controlling, and its significance in effective management. And understand the importance of leadership and the list of attributes needed to become a great leader in the health care setting. So what does it mean to be a practice or program manager? What are the specific duties of this role? According to Indeed.com, a practice manager is responsible for the day-to-day operations of a practice. In this case, we're discussing cardiovascular program, practice, or department. As a practice or department manager, you may be responsible for the financial management, staff management, office management, regulatory compliance, risk management, quality management, technology management, record keeping, and patient relations. The cardiovascular manager has many duties and responsibilities. No worries, we'll be diving into many of these topics in later modules, providing you with the basic knowledge, quick tips, and how-tos that will help you start off and stay on the right track. There's lots to learn here. I hope you're excited to get started. What does it mean to be a professional? To most, being a professional or acting in a professional manner means working and behaving in a manner that is competent, reliable, and respectful. As the leader of your practice, your department, your professionalism will set the tone and model for how your program functions. As the new manager, all eyes will be on you as you take on your role. You will have a direct impact on how your team and practice function. With this responsibility in mind, you'll be required to go beyond the basics, such as being punctual, having a clean and well-kept appearance, and conducting yourself in a good manner. Your professionalism will need to go deeper and be a constant. Characteristics such as respect for others, personal responsibility, reliability, confidentiality, competence, and honesty will be requirements for you to be an effective manager and leader. Your goal is to be the example. What are some specific professional behaviors? Communicating respectfully, using clean language, and avoiding sensitive topics. Listen when others are speaking and acknowledging others' thoughts and ideas. Having a positive attitude, being upbeat and optimistic and motivating when encountering challenges. Try to solve them without complaint. Take responsibility for actions. If you make a mistake, admit it and take steps to correct it or prevent it from happening in the future. If you need assistance, ask for it. No one expects you to know everything. Let your staff know it's okay to ask questions. Avoid social media. Don't use social media during work. Offer help. When you see someone struggling, offer assistance. Patients and staff will appreciate this, and again, it will set the example. What is professional communication? A great tool to use when communicating is the seven C's of communication. They are, be clear. What's the purpose and goal of the message? Be concise. Stick to the point and avoid filler words. Be concrete. Just a few details can help create Be concrete. Just a few details can help create a great message. Be correct. Be air free. Coherent, logical, and connected thoughts. Be complete. Everything needed to take action or to be informed is in the message. Be courteous. Be friendly and act open. If you're planning a discussion or writing a communication using this tool, we'll ensure your communication is professional in nature. We will discuss email communication a little more in depth in a future module. Now let's talk about managing the practice. Before we get started on this discussion of management and its function, you need to do some basic homework to understand the organization that you're working for. Doing this work will set you up for success and help you achieve best results. Here's the list of to-dos. Know the vision and mission of your organization. Know the goals that the organization and leadership has for your practice. Understand your role as the practice or department leader for your organization. And know who your stakeholders are. These four pieces of information will help you frame how you move forward. Once you understand the bigger picture and where you are in it, you'll have an awareness of how the work that your team performs fits into the purpose of the organization. Management has been defined as the process within an organization that uses resources and coordinates tasks to achieve the organizational goals effectively and efficiently. The key to any great system is great management. The major functions of managing a system or team are the same across all industries. They are planning, organizing, leading, and controlling. This is the POLC framework. This demonstrates how each of these functions is equally important to achieve organizational goals and success. Let's break down each of these. Planning. Planning and looking ahead is the first function of an effective manager. In planning function, the manager works to create steps to achieve the team, department, and or organizational goals. Providing patient care requires planning, strategic, tactical, and operational planning. Operational planning is probably where your focus will be. Questions may include, do we have what we need for the day? How many staff are needed for each department role and position to see patients in a day? How many patients to be scheduled? There's also a need for plans for handling the unplanned. How does the team handle call-offs, patient emergencies, building maintenance issues? Another form of planning is project planning. For example, the organization may have a goal of increasing the volume of office visits per day. The goal may require the creation of efficient check-in, rooming, and checkout processes. The manager would need to evaluate the current situation in each of these areas and then create plans for each. Organizing. Distribution of resources and the delegation of tasks, ensuring the right role is assigned to the right responsibilities to achieve organizational goals and complete those steps established in the planning stage. Organizing turns plans into actions. Organizing involves the right staff in the right role with the right responsibilities, staffing resources, so a staffing model, filling positions, and maintaining staffing in all areas, assigning tasks, delegating responsibilities, creating processes or structures to perform certain functions, and ensuring coordination among team members to achieve objectives. Organizing the team and its functions allows for everyone to understand what their role is, what they're responsible for, and how the team will accomplish the objectives and goals. Leading is the act and art of influencing, guiding, and motivating staff to achieve the organizational objectives and goals. Leading as a function of management involves creating a shared culture and values, communicating goals, inspiring and encouraging team members to achieve goals, promoting collaboration among team members, and making decisions. We'll dive a little deeper into leading in the next section. Controlling, the fourth function of management. Controlling is important in the second most visual part of managing the team, alongside organizing. In this function, the system, processes, and team members are monitored for effectiveness, efficiencies, and errors. You establish the correct process and systems to achieve the goals. You establish performance measures for the processes and systems. You perform evaluations according to the performance measures and providing feedback, and corrective action of standards and processes or performance if needed. As employees, we see two of these functions most often from our managers. We see organizing and controlling. Planning and leading are often not as obvious. However, they're just as important in the role of a manager. Leadership is the next section of this module. What is leadership and why does it matter? Over the last decade, leadership has become a huge buzzword and the focus of most successful organizations. Why is that? Because true leaders create a culture in which people feel cared for as employees and as people. You've probably all heard the adage that employees don't leave a job, they leave a manager. Research conducted in 2022 by BetterWorks suggests that over 57 percent of unhappy employees leave their jobs because of their bosses. The same research found that good employees leave organizations for the following reasons. Lack of communication, not feeling included, and not feeling like a valuable member of the team. In the world today, employee retention continues to be at an all-time low. Nearly 50 percent of employees are considering leaving their jobs in 2024. True leadership is needed now more than ever. As we identified previously, leadership is in fact one of the four functions of a great management. We define leading as the act and art of influencing, guiding, and motivating staff to achieve the organizational objective goals. It's been said that a true leader doesn't need positional power or title. They don't use their position to coerce their team into compliance. They don't use their authority over employees' compensation, working assignments, or conditions to incentivize the team. True leaders influence their team to achieve the desired results because their employees trust and respect them, and they choose to follow them. I like how Simon Sinek, the author of Start With Why, describes what makes a good leader. So what are the attributes that make others trust you? Aren't they the same as the characteristics that make a good leader? Leaders who make a positive impact on their teams have many great qualities. Integrity and authenticity. These two qualities are essential for building trust within your team. Self-awareness. This comes from a desire to learn about yourself. Good leaders are always looking to learn. Courage, resilience, and positivity. Employees appreciate working for leaders who have a positive outlook and the ability to face and push through challenges and have the critical conversations. Good communication and listening skills are must-haves for you to get through to those you are leading. These skills are the key to effective leadership. Fairness and desire to do the right thing. Treating others reasonably and without favoritism or discrimination. Decisiveness and the ability to take action. You can use this list of attributes as a focus point for growth as a leader. As stated in Simon's video, there are no perfect leaders and good leadership is something that requires continuous learning and education. This means learning about yourself, learning new skills, and continuously striving to understand and connect to others. How do we do this? Maybe your organization has resources that are available to you, but if not, there are several steps you can take on your own. Growth of your leadership skill set can occur through mentorship, coaching, reading articles and books, and listening to podcasts or YouTube videos. To get started, perform a self-reflective exercise and take inventory of your leadership skills. Map out a development plan. Decide which attributes you want to focus on and create a list of these. Focus on the first attribute you want to have more of and set SMART goals. Remember, SMART goals are specific, measurable, achievable, relevant, and have a time frame. Decide how you would like to go about learning more and then find a resource to do so. There are so many great resources on leadership and leadership skills. Do some research and find those that you're interested in and take advantage of them. Now that we've had time to explore management and leadership, I'd like to offer that the best managers and leaders are those who realize that it takes both of these skill sets together to lead people and meet goals. Remember, leadership is about people. It's the ability of an individual to influence, motivate, and enable others to contribute to the organization's success. Management is about process, policy, and program. It's the oversight of an organization or a team using resources and tasks to achieve objectives. Don't be misled into thinking that one path is better or more useful than the other. Instead, work to master the skills of both management and leadership. In the next section, we'll take a look at employee engagement and all that that entails, and we'll discuss the importance of documenting in your new role, as well as a few of the type of essential documents you should create and keep. If you have any questions on this module, please reach out to academy at medaxium.com.

CV program management

leadership concepts

P-O-L-C framework

effective communication

continuous learning