Brooklyn, N.Y., is one
surgical leader who's
happy with the size of
her paycheck.
"Everyone feels like
they should be paid
more," says Ms. Mino,
"but I definitely feel
rewarded and satis-
fied."
She proves her
worth to her center's
physician-owners by
seeing what needs to
be done and not wait-
ing around for some-
one else do it. When the air conditioning goes out, she's up on the roof
to push the reset button. When patients complain, she's the first one
to address their concerns.
"Anticipate and provide," says Ms. Mino. "Get up and move, and
people will take notice."
Ms. Hrnicek says her job is a daily struggle to balance 5 key
responsibilities: patient satisfaction, employee satisfaction, physi-
cian satisfaction, patient safety and managing the bottom line.
She's in charge of the hospital's pre-op and recovery areas, the
GI/endo lab, the ORs, the sterile processing department and pre-
admissions. She arrives each day at 6 a.m. and tries to leave by
4:30 p.m. Most days, however, she stays past dinner and hopes to
be home before 9 o'clock.
Although Ms. Hrnicek, who has been working in her hospital for
5 2 • O U T PA T I E N T S U R G E R Y M A G A Z I N E • J A n U A R Y 2 0 1 8
• LINE BY LINE Nikki Williams, RN, CNOR, operating room director of the Lakeland
(Fla.) Surgical and Diagnostic Center, looks for extra funds in the facility's tight cap-
ital equipment budget.
