orm_april-2024 - 4

Editorial
In another session, titled " Strategy
Lieutenant Colonel Shari Bowen presented
the components of emotional
intelligence during the session, " Leadership
training skills designed for future
performance. "
skills designed for future performance. "
Leaders need to be aware of the impact
they have on their teams. " Keep
this in mind: the things you see in people
are not always what they see in
themselves, " Dr Bowen said. Leaders
being mindful of their own influence
and knowing the importance of recognizing
and valuing staff's skills and contributions
will significantly improve the
overall effectiveness of their organizations.
But effectiveness is not needed
only at the individual level, she said.
Dr Bowen regularly teaches about the
team effectiveness model, which highlights
the importance of understanding
strategy, culture, policy, and how these
themes influence team dynamics.
" As leaders, we're not really in control
of people, " Dr Bowen said, pointing
to that common misconception. " So,
what do we have the most control over
as leaders? " she asked and answered,
" The system, which includes our processes. "
Effective management of the
system is key to success. " The system
is where we have the opportunity to
decide our type of leadership and take
time for team development and conflict
management. The system is where not
only the culture of the organization but
the team-level culture exists and can
thrive. "
4
OR Manager | April 2024
to reduce temporary labor expense, "
the same age-old question was asked:
" How many of you are still struggling
with staffing? " posed Tammy Straub,
MSN, RN, APRN, CNOR, administrator
of perioperative services at Lehigh Valley
Hospital and Health Network. Everyone
in the room raised their hands.
Straub and Alexandre Warman, MBA,
CEBA, administrator of perioperative
business services at Lehigh Valley
Health Network, both looked like they
expected that type of response from
the audience.
Indeed, the statistics they shared
show this issue is endemic-national
projection for RN openings by 2031 is
195,400, for instance. " Everyone in
this room will be competing with each
other for the same staff, " Straub said.
Straub and Warman used Lehigh
Valley in Allentown, Pennsylvania, as an
example of the types of staffing challenges
with which healthcare leaders
are grappling. In their case, it is geographical.
" We're close to Philadelphia
and about 1 hour and 10 minutes away
from New York City. What do you think
we struggle with the most? " Straub
asked before answering, " Salaries. "
Despite being a large health network,
she said, their system struggles with
attracting talent when big metropolitan
areas will be more attractive to most
staff. " We can't compete, salary-wise.
So we have to get creative. "
While many facilities have coped
with staff shortages by hiring temporary
labor in the way of travelers-another
show of hands revealed that most people
in the room were still doing exactly
that-the answer that has worked for
the speakers is creating float pools.
" It's possible to retain staff by creating
your own internal float pool, "
they said. Their facility's specific float
program is split into central and multispecialty/multisite.
The central floats
include staff who cover four or fewer
specialties/areas and/or travel to four
EDITORIAL
ADVISORY BOARD
* Amy L. Bethel, MPA, BSN, RN, NE-BC, Education
Coordinator, OR Business Management
Conference, Des Moines, IA
* Heather David, MSN, CRNP, AGACNP-BC, CSSYB,
Patient Safety Analyst III, ECRI, Plymouth Meeting,
PA
* Brian S. Dawson, MSN, RN, CNOR, CSSM, System
VP, Perioperative Services, Common Spirit Health,
Denver, CO
* Claire Everson, RN, CNOR, CCAP, Clinical Educator
and Consultant, Bloomfield Hills, MI
* Diane Fecteau, MSA, RN, CASC, NE-BC, Executive
Director, Maine Medical Center Scarborough Surgery
Center, Scarborough, ME
* Ayumi Fielden, MSN, RN, CCRN-K, CPAN,
Professional Practice Leader, Houston Methodist
Hospital, Houston, TX
* Cynthia Hess, MSN, RN, FNP-C, RT(R)(CT)(ARRT),
Director of Nursing, Northeast Missouri Ambulatory
Surgery Center, Hannibal, MO
* Tracy Hoeft-Hoffman, MBA, MSN, RN, CASC,
Administrator, Heartland Surgery Center, Kearney, NE
* Beverly Kirchner, BSN, RN, CNOR, CASC, Chief Compliance
Officer, SurgeryDirect, Highland Village, TX
* Natasha Luster, MSN, RN, CNOR, Director of
Surgical and Cardiology Services, Wilson Health,
Sidney, OH
*
Casey Orth-Nebitt, MSN, RN, CNOR, Director of
Surgery, Buena Vista Regional Medical Center,
Storm Lake, IA
* Kaye Reiter, MSN, RN, NE-BC, Perioperative
Executive, Denver, CO
* John Rosing, MHA, FACHE, Executive Vice
President and Principal, Patton Healthcare
Consulting, Naperville, IL
* Shawn A. Sefton, MBA, BSN, RN, President, Sefton
Healthcare Advisors, Boston, MA
* Mark R. Staun, Esq., Hartley Law Group PLLC,
Charleston, WV
* Rosemary Welde, MBA, BSN, RN, BCC, Healthcare
Consultant and Coach, Belmont, CA
* Monica Young, MBA, RN, DNP, FACHE, CNOR,
CASC, NEA-BC, VP, Perioperative Services, Thomas
Jefferson University Hospital, Philadelphia, PA
If you would like to get more involved with
OR Manager, please contact Tarsilla Moura,
senior editor, at tmoura@accessintel.com.
We would love to hear from you!
www.ormanager.com
http://www.ormanager.com

orm_april-2024

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