I took your advice and met with my hospital CEO. Now he has asked me to evaluate my performance and the ED’s performance last year and give goals for this year. We hadn’t set up any formal goals and while I think I do a great job, I suspect he’ll want more than that. What should I be measuring?
I’ve been a chairman for several years and had a great
relationship with our former hospital president who left last year.
I’ve had a hard time getting to know and communicating with his
replacement, and I think this has hurt the progress our department has
made. What recommendations do you have for getting my message heard?
I recently received a complaint from a patient saying that I violated their privacy by asking questions when their family members were in the room. I thought if they let their visitor walk back with them before I saw them, they were allowed to hear our conversation. Am I in trouble?
I’m completing my residency and as I look ahead at my
first job, I just can’t see myself jumping right into a traditional ED
setting. I want something more exciting; I want to travel. Is this a
feasible dream? What are the consequences of delaying my first “real
job” for a couple years?
Although I’ve been a chairman for a while, I feel like I don’t have
enough time to get all my administrative work done and I’m getting
behind. How can I improve my efficiency in the office when I‘m wearing
my chairman‘s hat?
I know we’re not always going to agree with each other in the ED, or
with the specialists that we call, but there are some physicians in our
department who seem to find conflict at every turn. What are some
strategies for keeping the peace while still fighting to advocate for
I rarely see women in leadership roles in emergency medicine. Why do you think this is and what can I do to get an administrative position down the road?
Our physician assistants are fantastic and have functioned independently
for a long time, but recently we had a bad outcome and now the hospital
wants us to supervise all PA cases. This seems like a waste of time and
it will slow down our docs. What do we do?
I’ve served as the associate medical director in a few different ERs,
only to be passed over when the department needed a new chairman. What
am I doing wrong and how do I find out how to reach that next level or
should I just count on being an associate director forever.
My hospital is spending a lot of time talking about 30-day readmissions
and how the ER needs to stop admitting people. Frankly, I don’t
understand how a readmission is an ER problem. Aren’t we taught that a
patient returning to the ED is like a red flag warning giving us an
opportunity to correct something?