14 Ways To Know Whether You Are Failing As A Hospital Administrator

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Failure

I’ve been an administrator.

I’ve seen hospitals in which a strong leadership team has improved the hospital’s market share and I’ve seen hospitals that have closed and that are struggling to stay open due to a failed administrative team. Here are some common traits I’ve seen in the failures:

1. You don’t know the names of the people who work in your corporation. You aren’t fooling anyone when you walk the halls without addressing people by their names. All this shows is that you don’t care to take the time to know them. If you don’t take the time to get to know them, why should they care about your corporation?

2. You spend a lot of time and effort seeking feedback about your employees’ performance, but you spend little or no time seeking feedback about your own performance. All this shows is that you are a hypocrite. People hate hypocrites.

3. Your hospital has a high employee turnover rate. This isn’t an issue with employees, it is a clear and unequivocal issue with management. People don’t leave their jobs, they leave their bosses. If your hospital has a high turnover in one department and you aren’t seriously evaluating that department manager’s work, you have no business running a hospital.

4. Your “help wanted” listings go unfilled. In an economy with high unemployment, the fact that people would choose to stay unemployed rather than work for you and your organization is a good reflection of the public opinion about the business you are running.

5. Your employees leave the room when you walk in or they try to avoid you in the hallways. When no one wants to be around you in your workplace, it isn’t a sign of respect, it’s a sign of disgust. Keep that in mind the next time you see someone duck into a stairwell when they see you walking down the hall.

6. You don’t show up at holiday parties for your employees. If you feel uncomfortable mingling with your employees at a party, you shouldn’t be trying to lead them. The good thing is that if you feel uncomfortable attending an employee party, your employees probably won’t want you there, anyway.

7. You don’t participate in charity events for employees or employee family members. Your failure to support your employees in their times of need will only drive everyone to dislike you even more.

8. You don’t support employees who have been injured. Or worse yet, you try to terminate employees who have been injured. News of these types of actions spreads quickly through the hospital. Again, if you don’t have their backs, what makes you think that they’ll have yours?

9. You care more about your bottom line than you care about your patients’ or your employees’ bottom lines. When you create policies to increase your bonuses, you employees will know and they will resent you for it. They may even make passive aggressive attempts to keep you from reaching your goals.

10. You spend more time criticizing your employees than you do complimenting your employees. Worse yet – you don’t compliment your employees at all.

11. You display favoritism. If you allow anyone to drop your name or to use their relationship with you to gain an advantage at work, your employees will quickly grow to resent you and your clique.

12. You discourage constructive criticism of your organization from within. If you think everything is going just fine in your facility, you’re out of touch and you’re wrong.

13. You don’t act on employee concerns. Your failure to follow up on an employee concern not only shows that you’re unreliable, but it also may serve as a basis for legal action if something related to that concern goes wrong.

14. You don’t visit the departments in your hospital on a regular basis. If it’s been more than a week since you’ve visited any department in your hospital, you have lost a great opportunity to compliment your employees on the job that they are doing. You have also lost the ability to uncover and address small problems before they become big problems.

3 Comments

  1. Amen to all that. The first time our CEO ever visited our department was as a patient. Of course, she called first to make sure she got VIP treatment when she arrived.

  2. Gretchen Saaduddin on

    Having experienced a multitude of management during 34 years in academic healthcare, I can fully agree with this article.  Now my father is the patient of a for profit LTAC which is making my head spin due to the ineptitude and lack of care for the patients.  We met with the CEO regarding the ongoing personnel problems and turnover, infection control issues, and failure to recognize deleterious trends developing in my Dad’s vitals.  This was met with a smile and a back slap, then the whole downward spiral resumed, as if nothing happened.  Has medicine really changed this much since my retirement, or was the fact I was in an academic environment the difference?

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