After all, if you're responsible for everything from challenging reim-
bursement issues to ever-changing regulations and accreditation stan-
dards to ensuring patient and surgeon satisfaction and reducing costs,
it makes sense that you'd be an overstressed overachiever.
Not sure if you're at risk for — or currently suffering from — leader-
ship overwhelm? We made it quick and easy to diagnose your condi-
tion. See "13 Common Signs It Is Overwhelmed Executive
Administrator Syndrome" on page 11 to find out if you're guilty of
the types of habits that almost always result in burnout. After that, it's
probably time to make some changes. Here are a few to consider:
Delegate more. Chances are you can get more work off your
plate than you think. Many administrators are Type A individuals
who have a lot of trouble delegating tasks — and for good reason. A
good number of facility leaders suddenly find themselves thrust into a
leadership role after spending the bulk of their careers in the trench-
es, constantly expanding their skills and doing anything and every-
thing that needed to be done. Their training is largely medically
focused — not leadership-focused.
One way to decide whether you should hand something off or take
it on yourself is by using a simple rule CEOs worldwide swear by: If a
person can do 70% of the task in question, you should delegate it.
Simple enough, right?
When you do delegate to your staff, praise first and then pass off the
task. You'll also want to answer the "What's in for me?" question
regarding the work you're asking somebody to do. Remember, people
don't ever want to feel like you're simply dumping busy work on
them. If you can show the team member in question what's in it for
her, chances are better she'll excel at it. Example: Before you ask a
surgical tech to run point as your materials coordinator, praise her for
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Staffing
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