Historically, hospitals looked at their anesthesia department like a light switch, according to Joseph Loskove, MD — they just wanted the light to go on, and didn't want to know why or how.
Now, things have changed, the chief of anesthesia for Memorial Healthcare System in Hollywood, Fla., and regional medical director for the anesthesia division of Sheridan said at the Becker's Hospital Review 6th Annual Meeting in Chicago May 7. The modern expectation of an anesthesia practice is that they go above and beyond.
According to Dr. Loskove, above and beyond for an anesthesia department means three things:
- Data-driven management
- Improving safety
- Improving economics
While hospital executives may now be expecting above and beyond performance from their anesthesia department, the clinicians cannot get there on their own. The department needs two main things to exceed expectations, he said.
Good relationship with the C-suite
If hospital executives wish to have a high-performing anesthesia department, they need to foster good relations with the clinicians and staff in the department. Anesthesiologists "cannot achieve above and beyond if they are always on the defensive," Dr. Loskove said.
In addition to allowing anesthesiologists and operating room managers to work out their concerns amongst themselves without stepping in, hospital C-suite members can also take the following steps to build good relations with the anesthesia department:
Share the vision of the hospital. According to Dr. Loskove, most anesthesiologists can't name the hospital's mission. "You need to get them to buy in," he urged. He has found that telling patient stories can have a real effect on the clinicians.
Become a mentor. "Are you a mentor to the anesthesia leadership?" Dr. Loskove asked. "If you're not, you should consider it." C-suiters can help anesthesia department leadership make business decisions and can become trusted confidants.
Say thank you. "A thank you goes a long way because it's so unusual," Dr. Loskove said. Perhaps the C-suite could express gratitude (or send pizza) to the anesthesia department after an especially busy day in the OR, he suggested.
Leadership development
Hospital leaders should be considered with developing anesthesia leaders because a well-led department can have a positive effect on a hospital's finances, while one with a leadership problem can be "financially crippling," said Dr. Loskove.
Physicians need leadership development because most of them never went to business school, Dr. Loskove said. They need coaching in this aspect, and even though leadership development is an investment of both time and money, it can pay out.
Sheridan has made a commitment to leadership development with a formal mentoring program for new chiefs, an emerging leaders program and monthly and yearly leadership meetings.
One unique program Dr. Loskove founded that has been successful is a book club for the physician leaders that report to him. "They love it," he said.
Overall, a good relationship with the C-suite and leadership development programs can give anesthesia departments the push they need to perform at above and beyond, he said.