Saudi Healthcare Leadership Course Module 2 The Saudi Prospective

1. Saudi Healthcare Leadership CourseModule 2The Saudi Prospective Col. DR Yasser Mandourah President SCCS

2. Introduction • The leadership and operation management in SA is similar to worldwide but it has its own challenges. • We will concentrate on the Saudi Challenges in the view of worldwide leadership prospective.

3. Your Appointment • The burden of trust • You are the most qualified personal for that Position • you are there for a goal and purpose • your appointment will end when you fulfill that purpose • This would mean that there will be defined time frame 3

4. Stages of leaders evolution

6. What do you need to get there?

7. Strategy • 1st most important step when you get your appointment is to define the project or operation strategy. This usually defined by your employer or most likely in our system you have to come up with it.

8. Strategy • It’s like the research question. • Example: 1) I like to build a hospital which specialized in cardiac surgery. 2) I like to get my department JCI accreditation.

9. Objectives • Strategies of • operation and • improvement plans • Turn this strategy into objectives Saudi Caveats • Turn this objectives to operational and improvement projects.

10. Strategic Plans • Turn this project to strategic plan with road map and time line 2 year plan, 3 year plan,5 year plan.

12. Team Assembly • -Identify your team (figure 3) • -Structure your team • -Upgrade your organizational structure • -Generate a new organizational structure.

15. Team • Delegation and assignment • Distribute this operational and improvement projects to head of the departments, secretaries, committees.

16. Saudi Caveats • Encourage creation of new monkeys (projects) don’t discourage innovation it’s a rare gift to find. • You may have to assign team leaders and members yourself.

17. Encourage ownership • Pass and delegate success and honorarium before you pass responsibilities. Saudi Caveats • If you hijack honorarium and delegate responsibilities you will cause your team to lose their interest and enthusiasm and failure of projects (kind of you earned it)

18. Structural Schedule Management meetings over the years • -General Management Meeting • -Section and Department • -Committee  • Generate minutes and decisional process.

19. Game Plan

20. Game plan • organize the your team • distribute projects • draw deadlines • regular monitoring meetings • give space to operate • strategic meeting (not too close nor too space) • open door • walk to them and minimize electronic communication during the day (human touch) 20

21. Game plan • open communication (24/7) • some time rapid response prevent weeks of damage repair • Training • Coach them show them how it’s done • sometimes you need to show a foreign example • Write with them and establish policies and guide lines • standardize care • monitor standard of care 21

22. Approvals • Decision maker • legislative bodies • committees • Boards • counsels • Usual way • unconventional way • unilateral declarations • imposing projects 22

23. Barriers and difficulties • within your team (10%) • competition • envy • dirty people • just opponents for the sake of it! • You break a barrier afteranotheruntil you are deep in the battle field. • Away by your self. • How far is far? 23

24. Conflict

25. Conflict • Professional opponents from within • Professional opponents from outside • personal opponents • Whoyou are not what you are • how you look • how you talk • how you respond 25

27. Quality • Identify Standards • Protocolizedstandards • Write guidelines towards standards • Train your team towards standards • Monitor Training Result • Knowledge improvement • Quality Improvement • Identify KPS

28. Quality • -Collect Data and information • -Basic Data • -KPIs • -Compare between institutional department • -Compare to National Standard • -Compare to International Standard. • Validate • Peer review

30. Saudi Caveats-1 • Respect Deadlines, If you don’t have deadlines you will never achieve anything and time will be up before you achieve anything, it’s short time frame to achieve your goals and objective , time it is not a luxury you have! • Remember it is a burden you have been entrusted with and not only that people count on you, peoples life count on you as well.

31. Saudi Caveats-2 • People are waiting for your mistake, not for your success, people satisfaction is not about performance but it is about public opinion. • Your success is a must and your failure is an opportunity to attack you. People’s tolerance is low , very frustrated and looking towards high standards anecdote could affect public opinion.

32. Saudi caveats

33. Saudi Caveats-3 • use media to support you. • Public campaign. • Publicity personal. • Reach out your achievement • This what people find in searching engines • Social networks.

34. RMH-ICS hit press Release

39. Saudi Caveats-4 • Structure your time table to get use of your short time working hours 7:30-4:30 pm rarely can make a phone call or a meeting outside this time. • Open your door, learn to listen and look for problems, don’t try to avoid them. • The problems will still be there with or without youaddressing it.

40. Saudi Caveats-5 • Don’t mean to insult or undermine other people’s responsibility (monkey). • Small problems if cough early is better than later on your hear about it ( prevention is better than Rx)

41. Saudi Caveats-6 • Team work – learn it’s not a man show, you will be surprised how much your team could do many things better than you in certain projects. • If you work alone You will definitely be … • Burn out • Get older sooner • Get sick • Fail

42. Saudi Caveats-7 •  Learn your limit • What you could and could not do. • When you can and not able to. • When you ask for help.

43. Saudi Caveats-8When to leave • fulfill goals • no room for more improvement • time to move on • Ruining out of support • Gaining opponents

45. Thank You!