Precision’s Post

In this month's HealthScope magazine, our Director of Operations and Programs, Sharayah Caouette shares some advice on how to have a productive conversation about compensation. "Research market rates for similar roles, and be ready to highlight a few of your significant accomplishments." Read the full article here: https://lnkd.in/giX8k4e7

🎉 Today is the day! Our Nimble Strategic Planning and Strategy Execution series kicks off with Part 1: Strategy or Just Surviving. Led by Doug Morse, this session is tailored for rural hospital trustees and executives. Don't miss this opportunity to elevate your strategic planning efforts! Register now: https://bit.ly/3IxDGt6 #StrategicPlanning #HospitalLeaders

I recently stepped off the governing Board of a 50 year old private hospital after six years (2018-2023) chairing both the Clinical Governance Committee and in my last four years, the Board itself. Reflecting, i teased out six points for each year of service. 1. Leadership is in the moment. Challenges of the times always require that someone responds to the call to lead. Will you respond to the call to lead a compelling vision or will you rather sit it out? 2. Harness and maximize the full strengths and talents of the team. This will prevent the leader from the burden of feeling he/she alone must have all the solutions. Create a nurturing and productive environment and you will be amazed by what the team can accomplish. 3. We are simply performing roles and it is important to be appreciative of everyone’s gifts, talents and contributions to the team. We do this in the humility that our positions are an opportunity and a blessing to serve and not that the positions per se confer the greatest wisdom on us or that others in the team are unable to shine if given our roles. 4. Take responsibility for the good times as well as the challenging times. Avoid the fundamental attribution error where the good is attributable to your wisdom and efforts, but the bad is a reflection of the failings of the others including the external environment. Learn the applicable lessons, whether the outcomes are good or bad and keep things moving. 5. Opportunities always exist to continuously hone your skills and grow your knowledge. And you have a responsibility to plan your professional and personal development. You are not too old, experienced or knowledgeable to grow. 6. It is important to master the art of balancing short-term needs with longer term strategic goals. The real needs and lawful demands of team members should not simply all be sacrificed on the altar of a promise of a better future. If need be, and the present must be sacrificed for the future, then carve a stake in that future for those sacrificing today. [email protected]

To gain competitive edge, it's crucial to analyse your organization and its competitive landscape. This analysis should be geared towards developing innovative strategies that align with your overall organizational goals. This process involves defining a clear business strategy, creating plans to achieve the desired objectives, aligning business activities to support those objectives, and allocating necessary resources. By taking these steps, you'll be better prepared to optimize your organization for success. #strategy #innovation #competitiveadvantage Dr. Blessing Enakimio Blé Global ONEHOUSE CONSULTING South London and Maudsley NHS Foundation Trust Barts Health NHS Trust Charles Okany Chuks Uwaechia

The topics Consortium members will consider for the area of need to focus on are:  1. Addressing youth mental health and suicidality  2. Improving postpartum care quality  3. Reducing implicit bias to provide affirming care 4. Supporting safe medication administration practices 5. Sustaining workforce capacity and training 2621 counties have 40% of the population and about 25% or half enough of each basic health access primary care, mental health, women's health and basic surgical workforce. Primary care is stretched to cover geriatrics and some psychiatry as both are at 15% levels. Public health, social supports, environments, health insurance, employers (paychecks, benefits, health insurance) are all reduced in quality and outcomes are inherently lower as are drivers of outcomes. 1. is a greater problem in these counties and financial designs, insurance plan coverage problems, transportation limitations, and literacies are required. 2. Need to have workforce to have encounters and address quality 3. Bias against these Americans is evident across 40 years of designs 4. Safe medication requires most and best team members but the designs shape fewer and lesser. 5. Worst quality public and private plans defeat training utterly

As someone deeply invested in promoting inclusivity and ethical standards in the workplace, recent events at Medical Solutions have sparked some thoughtful reflection on the values that truly matter to me. The recurrent layoffs at Medical Solutions, despite assurances to the contrary, have me questioning the integrity of the company's leadership and its commitment to its workforce. It's disheartening to see such a glaring misalignment between professed values and actual actions. In my own job search, I'm on the lookout for an organization that not only talks the talk but also walks the walk when it comes to inclusivity, transparency, and genuine care for its employees. It's crucial to me to be part of a team where honesty is paramount and where everyone is treated with dignity, especially during challenging times. We, as employees, play a significant role in shaping the culture of our workplace. We help foster an environment where inclusivity thrives, and where every individual is valued and respected. It's essential to recognize that remaining silent or turning a blind eye can hinder progress. Instead, we must actively demand respect not only for ourselves but also for others. For me, transparency isn't just a corporate buzzword—it's a cornerstone of trust and respect in any workplace. I'm determined to find a company where I can contribute my skills and talents while feeling confident that my values are fully aligned with those of the organization. As I navigate my job search journey, I'm hopeful to connect with companies that share my passion for integrity and inclusivity, and where I can truly make a positive impact. Let's continue to champion these values together in our professional endeavors. Final thoughts: Is the company truly growing if layoff's occur 3x in 6 months? Does the company still grow even when the traveling nurses working for the companies contractual obligations aren't being paid? Or is it because the company spent too much money on acquiring other companies, so they can satiate their executive greed? Misleading advertising?

I help innovative companies that want to partner with the NHS to figure out exactly where in the system they fit, who they need to be speaking to and what they need to be saying.   If you get one of these elements wrong, it will be difficult to get the traction you want.   This week for a client I have been working on: ✅ Identifying key stakeholders ✅ Finalising a value proposition ✅ Refining key messaging   Would you like to have more and better conversations with NHS partners?   Send me a message and let's see how I can help 😊

In this video presentation from our 2023 conference, Dr Andrew Miller and Dr Janine Bycroft discuss "Working smarter, not harder to improve healthcare access for whānau". They cover ways of making it easier for whānau to access healthcare and manage more effectively at home, including support when and how they want using clinical triage, patient portal and online health information. https://lnkd.in/gt55KBCp