help her. Note to self: When someone offers you his resignation, take
it the first time. They've already put a lot of thought into offering it
and, in my experience, things will never be quite the same.
Set the expectations. Make sure each team member under-
stands her role and your expectations. Getting along doesn't just
happen. Setting the expectations upfront fosters a shared understand-
ing.
• No gossiping. If you have a problem with someone (including me),
take it to them and not the other people you work with or the doctors.
I respect open dialogue.
• Speak for yourself. Don't let others set you up as the spokesper-
son for the group. I made that mistake early in my career. If others
want their opinions brought forward, they need to speak up. Lesson
learned.
• Take time to make a connection with patients. Let them know
who you are and who the team members are in the room. When the
patient comes into the OR, introduce the team members and let them
know you're going to take great care of them.
• Communicate with the family. They are bystanders to the process
and have no control. A few words of kindness go a long way to ease
their anxiety.
• You're not the only game in town. Remember that surgeons have
a choice where they bring their patients. Having them choose your
facility creates job security for you. Treat them as customers.
Once the expectations have been set and new hires join our team, I
hold them accountable.
Hold staff accountable without assigning blame. Getting along
is directly dependent on holding each staff member account-
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