15 Matching Annotations
  1. Nov 2018
    1. Hospitalists are often referred to as the quarterbacks of the hospital. But even the best QB needs a good team to succeed. For HMGs, that roster increasingly includes nurse practitioners (NPs) and physician assistants (PAs).
    2. “The day is upon us where we need to strongly consider nurse practitioners and physician assistants as equal in the field,” he says. “We’re going to find a much better continuity of care for all our patients at various institutions with hospital medicine and … a nurse practitioner who is at the top of their license.”

      Hospitalists as QB should play leadership role in integrating all members of care team

    3. “Any time when nurse practitioners and other providers get together, there is always this challenge of professions,” he says. “You’re doing this or you’re doing that, and once you get people who understand what the capabilities are past the title name and what you can do, it’s just amazing.”
    4. Recent State of Hospital Medicine surveys showed that 83% of hospitalist groups are utilizing NPs and PAs, and SHM earlier this year added Tracy Cardin, ACNP-BC, SFHM, as its first non-physician voting board member
    5. “It doesn’t just help make hospitalists work better. It makes nursing better. It makes surgeons better. It makes pharmacy better.”
  2. Jun 2017
    1. A key factor in keeping your team on the right track is transparency.

      What are people working on? Bogging, collaborative documentation, wikis, Slack, status updates

    2. Team members have a clear understanding of where they can best serve the team’s needs, and everyone is highly motivated to get to the same goal.

      Importance of leadership. This is where good leaders shine - always have their eye on the prize, and can communicate that eye on the prize to team members..

    3. people feel comfortable to exchange ideas and challenge the status quo without fear of misplaced judgement or rejection.

      THIS! Need to have healthy space for discussions, even when it is uncomfortable discussions.

    4. Trust, group identity, and a sense of group efficacy.

      Beyond efficacy, I would also include a clear sense of group purpose and goals.

    5. Teams that perform are constantly working out things like communication preferences, recognition of achievements, and workflows.

      Teamwork is always a work in progress. However, if the original clear goals and objectives are not there, then this is often just wheel spinning.

    6. The key value to emphasize in the team is positive intent. This is to say that, even when things aren’t going smoothly, each person should assume that their “challenger” is coming from a good place and is trying to act in the best interest of the team.

      Assume good and no ill will. Don't take conflicts personally.

    7. Fair warning to team members (and leaders) who don’t like conflict — things will get awkward. But if teams can’t identify the issues, communicate constructively, and work to resolve them, they will get stuck at this stage.

      Expect conflict. Respectful conflict is healthy and should be encouraged.

    8. The other part is building emotional connections.

      Start with small talk, then move to productivity

    9. What everyone needs most is a clear understanding of their part in the journey.

      What leaders need to do in the forming stage - work with the team to develop clear goals, expectations & roles

    10. Part of this is leading them to realize that their new team members are bringing skills to the table that help everyone to succeed in a way they couldn’t do by themselves. Setting goals together puts these skills and interests into the open.

      Delicate balance as leaders often have something that they need to get done, but there needs to be room for team members to individually contribute here in order to achieve buy-in.