Veja como você pode dominar as principais habilidades para navegar no cenário em mudança da área de saúde.

To master the key skills needed to navigate the changing landscape of healthcare, healthcare leaders & managers must cultivate the following capabilities: 1. Adaptability - Embrace changes. 2. Strategic Leadership - Develop a strong foundation in areas. 3. Communication Skills - Maintain robust relationships. 4. Emotional Intelligence - Inspire, motivate, & empower others. 5. Data Analytics - Interpret complex data. 6. Digital Fluency - Assess the applicability of digital tools. 7. Cultural Competence - Promote diversity, equity, & inclusivity. 8. Critical Thinking & Problem-Solving. Healthcare leaders & managers can effectively navigate the constantly evolving healthcare landscape & drive positive change within their organizations.

i have noticed with experience that some health care providers are reluctant to embrace the evolving health care practice and stick to old methods. This has huge impact on patients' care as there is lack of evidence-based medical practice. The only way out is to embrace and digest this evolution and get the best out of technology. I cannot imagine people still using faxes.

To master key skills for navigating the evolving healthcare landscape, focus on continuous learning and adaptability. Stay updated with the latest medical advancements and technologies through ongoing education and professional development. Cultivate strong communication and teamwork abilities to collaborate effectively with interdisciplinary teams. Embrace digital health tools and data analytics to enhance patient care and operational efficiency. Prioritize empathy and patient-centered care, ensuring that technological integration complements human touch. Lastly, develop a keen understanding of healthcare policies and regulations to navigate the system's complexities proficiently.

Our past experiences with change can significantly influence whether we embrace or resent it. Positive experiences naturally make us more receptive to change, while negative experiences can lead to resistance. Reflecting on why we resent change—whether it was due to poor implementation, lack of communication, feeling insecure, or a rushed process—can help us address these barriers. As leaders, we should focus on scaling up successful change strategies and addressing the challenges faced. Celebrating the journey through change and learning from setbacks, even if we don't achieve the desired results, can motivate us and improve future efforts. This approach makes change more acceptable and achievable.

Incentivar é super importante mesmo… mas será que todos querem!? Vejo com um obstáculo a falta de preocupação com o próximo ou até mesmo com o cliente / parceiro.

Strategic thinking is not a skill set for every leader. While strategic thinking is a valuable characteristic of most great leaders, the leader with a limited strategic mindset about their organization can increase their ability in the area. However, having a great team, advisors, and mentors will help the leader grow the strategy muscle.

In this ever-evolving field we need to evolve with this strategically by mastering skills like: Develop the ability to identify emerging trends in the industry. When AI entered the game whole system was scared of what's going to happen, But now we are getting hold of it. Thinking ahead saves & prepares for future hurdles by considering technological disruptions, policy changes, and demographic shifts. By Understanding the competitive landscape of healthcare. Who are the key players? their strategies? Stay updated on the latest research, advancements, and best practices, and Be prepared to adapt to change. The healthcare landscape will continue to evolve, so develop a mindset that welcomes and thrives on change.

What I've found helpful is creating your long term goals with your team so that everyone is focused on where the company is heading and have short term goals within the team to contribute to the end goal.

All strategic thinking must have outcomes at its heart, followed by patient/client satisfaction, employee and doctor satisfaction, cost metrics and operationalization challenges in mind

Examples of strategic thinking are : - future proofing of clinical equipment related infra - Long term operational expenses curbed, such as Airconditioning

In an industry where the CEO is on the shop floor doing complex surgeries, you need to evolve a communication strategy which is transparent, from the heart and clear in its messaging

Patient safety has to be our number one priority in healthcare delivery! DIRECT Communication between two physicians is essential when there is a critical issue that must be addressed. We cannot allow technology and electronic messages suffice! Pick up the phone and call the other physician!! SAFETY FIRST

A comunicação eficaz é vital na saúde para assegurar cuidados seguros e de alta qualidade. Ela envolve clareza, precisão e empatia ao transmitir informações entre a equipe de saúde, pacientes e suas famílias. Uma comunicação bem-executada reduz erros, melhora a coordenação e fortalece a confiança entre os profissionais de saúde e os pacientes. Além disso, ouvir ativamente e fornecer feedback construtivo são essenciais para resolver conflitos e promover um ambiente de trabalho colaborativo. Em suma, a comunicação eficaz é a base para um cuidado centrado no paciente e uma equipe de saúde coesa e eficiente.

Effective communication is crucial in healthcare, some strategies I apply in my everyday would be to be an active listener. I like to gain understanding and hear different perspectives in the matter. I offer transparency about decisions, policy changes and expectations. I do not use to much medical jargon; I like to keep it clear and as simple as possible.

Communicating our thoughts verbally alone is not enough we need to use eye contact to convey our empathy ,transparency and truthfulness Eye contact goes synergistically with our body language All these medium work in tandem To be a good communicator one has to be a good listener that is non negotiable

It is resourceful to understand all the perspectives around finances from budgeting to expenditure tracking. Keeping teams and stakeholders informed on the current and projected financial situation helps to ensure program objectives are met effectively and efficiently.

Always ask for what can be done with the budget at hand. Making sure revenue is generated to sustain the facility. But not chasing the sick away.

Financial acumen is very critical to navigating change in healthcare. Healthcare costing is complex and there may be regulatory constraints

There is a lot of financial stress on healthcare in various countries. The key to being fiscally responsible while balancing patient experience and staff well being is the key. short term goals and long term goals need to align.

one way to encourage professionals to become well versed with technology is to learn the barriers and understand the pain points for those in practice. Technological trainings should become easily available, exciting, collaborative and their values explained thoroughly. For example, many insurance companies are encouraging online speciality drugs requests, but trainings on how to submit those are either lacking or out of reach.

Technology for technology sake won't help. If it helps in patient care, produces better outcomes, reduces healthcare professional effort, and helps the bottom line then we need to adopt it

AI tools and their synchronization with EHRs is a key technology area of focus. GLobal databases such as snomed are a good start for anyone that is trying to get tech versed .

Leadership development starts with understanding where you are in your own journey as a leader. Work hard to find your blindspots, maintaining radical curiosity and grace. Modeling that approach in a high visibility role will only help your teams. Show your teams that you expect and embrace change. When's the last time you worked in an industry or organization that did not experience change? It's simply unreasonable to expect things to stay the same. Also, as you watch the horizon for change, try to consider what things will forever remain important: - great patient care - delightful patient experience - healthy workplace culture - psychological safety among teams Appreciate what never changes and embrace what does change.

When mobilizing our team to work at a COVID-19 site, I faced significant challenges as a leader due to fear and uncertainty, which the team also felt. Through coaching, I learned the importance of compassionate leadership, which involves listening to and validating my team's concerns. By openly acknowledging my fears and working collaboratively to address our anxieties, I was able to foster a supportive environment that enabled us to work safely. This experience highlighted the necessity of continuous leadership development, especially in volatile, uncertain, complex, and ambiguous (VUCA) environments like healthcare. Coaching provides critical support, helping leaders navigate challenges and develop essential skills.

leaders should be action oriented merely sharing opinion is not enough. a call to action such as making a connection , or sharing links to good knowledge is true leadership. also keep the speeches short.

A liderança em saúde é essencial para garantir a qualidade e a eficiência dos serviços prestados. Um líder eficaz deve comunicar-se claramente, demonstrar empatia e apoiar sua equipe, promovendo um ambiente positivo e colaborativo. A tomada de decisões deve ser baseada em dados e evidências, sempre visando o benefício dos pacientes e da equipe. Incentivar o desenvolvimento contínuo e ser resiliente diante das mudanças são características fundamentais. Uma liderança sólida também envolve visão estratégica e planejamento, inspirando e motivando a equipe para alcançar objetivos de longo prazo.

The idea that anyone can master the skills needed to navigate the changing healthcare landscape is impossible to imagine. As a country, we have so much to accomplish. We remain the most expensive place on the globe for healthcare but rank low to average on most quality indicators when compared to the 20 wealthiest countries. This means that we have to change and that we have to change fast. We need better access, better quality outcomes, decreased cost, IT that actually helps, we must reinvent our delivery model, healthcare needs to work for the patient, not just the provider, and we need to all take more ownership of own health. If you want to be prepared for these changes then prepare to be open minded and embrace new ideas.

My personal theory is there has to be three parts to meaningful healthcare change in the future: 1. The actual healthcare side (payment models, technology adoption, culture, etc). 2. The health side. An under-funded and thought of part of the American system, we will do more to change healthcare if we changed our food ingredient list and culture than anything on the healthcare side. 3. Policy. Through understanding and influence, a single law to get seatbelts used does more than a million hours of education and product improvements. Knowing these three, it's starting to get well-versed in all three areas. Who are the people leading the change, what skills do they have, how do you get in their orbit?

Agree with your assessment and statement, medicine will need a big overhaul if we want to improve quality and accessibility while keeping the cost down. This is doable specifically because of the enormous forward steps in electronic achievement. We have to seize the opportunities of these new front and apply it to Medicine ASEP. It can help us improve efficiency and quality while saving money. The time for a change is now. Before we are forced to do the change by none medical professional. Associates Profesor CASE Univ. Alexandru Gottlieb MD FACA