I’ve been in my position for a while and while I’ve been able to make
some improvements with projects, I don’t feel like our ED has hit its
potential yet. Are there any secrets to getting my agenda moved forward
throughout the hospital?
Before I had kids, the only people who truly needed me as a matter of
life or death were my patients. Looking back, life was relatively easy.
When I was working, all my energy was focused on the ED. When I was off
work, I did whatever I wanted.
The long term benefits of breastfeeding your child – and of creating a
family-friendly ED environment – outweigh the perceived problems.
One of our group members recently came back from maternity leave. We are
all very happy for her and her family. The problem is that due to the
fact that she is currently breastfeeding, she has to “go in the back to
pump” 2-3 times per shift. While she is gone, the charts pile up, her
residents have no direction, and throughput stops for her patients.
As a senior resident, I was hoping to make a final decision about my
future job by the end of the year. The problem I’ve found is that all
the offers I’ve gotten look similar. What intangibles do I need to
consider to be sure I make the best choice?
I was recently asked to resign from a job I had been at for years. My
director told me he had been giving me hints for months that I needed to
find a new job but I guess I didn’t pick up on it. What did I miss?
Want to save the healthcare system time and money? Forget the
follow-up and make the emergency department the last stop for a range of
simple injuries. First up: broken toes.
Delivering a top quality patient experience is “a mountain without a top.”
Is it time for your EM group to take the first step up?
Being an ED chairman requires a skill set that you may never appreciate until you step into the role. Clinically, there are few surprises; it’s the little things that make being the boss a unique challenge, like dealing with a troubled provider, learning how leaders get treated differently, and feeling the responsible of running a 24/7 business.
Part II: Democratic groups must define their core values, clarify
the owner’s obligations to the group, and put in place a system of