Outpatient Surgery Magazine

Bring It On- December 2020 - S...

Outpatient Surgery Magazine, providing current information on Surgical Services, Surgical Facility Administration, Outpatient Surgery News and Trends, OR Excellence and more.

Issue link: http://magazine.outpatientsurgery.net/i/1316512

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Page 7 of 79

8 • O U T P A T I E N T S U R G E R Y M A G A Z I N E • D E C E M B E R 2 0 2 0 L eadership at our facility believes in hiring the best people possible — then let- ting them do their jobs. To make this happen, we don't employ tradi- tional pecking orders or a typical hierarchical structure. Medical reps talk to our surgical techs if they want to sell us something, and sur- geons talk to the techs if they want us to buy something. We think cen- tral sterile techs know what's need- ed in the OR, so they're in charge of ordering supplies. We make sure our nurses rotate throughout the facility to break up the monotony of working in one place. Our pre- admission staff member has the autonomy to call a surgeon's office to cancel a case if they notice some- thing worrisome about a patient. Our radiology tech performs admin- istrative tasks, and, at the end of the day, our medical assistant provides an extra set of eyes on the next day's charts. Leadership still makes the final calls. Ultimately, however, their job is to support the staff, not to have a support staff. Having employees telling leadership what's needed, instead of staff being told what to do from the top down, gets every- one invested, makes for happier employees and results in better clin- ical outcomes. Joel Biskup AUA Surgical Center Amarillo, Texas jbiskup@amarillourology.com GROUP EFFORT Build a Team Full of Leaders Ideas Work P r a c t i c a l p e a r l s f r o m y o u r c o l l e a g u e s That EQUALLY INVESTED Blurring the lines of typical job responsibilities creates a sense of ownership among staff. Joel Biskup Do you have an Idea That Works you'd like us to feature in a future issue? Send it to ideas@outpatientsurgery.net

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