At the 21st Annual Becker's ASC Conference in Chicago on Oct. 24, Jill Thrasher, administrator of Precision Surgery Center of Dallas; Stephanie Martin, BSN, RN, administrator of St. Augustine (Fla.) Surgery Center; and Thomas Jacobs, president and CEO of Westchester, Ill.-based MedHQ, discussed management techniques for optimizing staff production in a panel moderated by Laura Dyrda, editor-in-chief of Becker's ASC Review.
A recurring theme of the session was how to make employees feel appreciated and welcome on the team.
"We're like a family," said Ms. Martin. "We try to create our culture to be a caring culture. I try to spend more time with my staff. I really do want to know them and have them recognize that."
Especially in a time of tightening budgets, Ms. Martin said she is figuring out how to continually communicate to physicians and employees that they still are performing well even when they can't offer compensatory bonuses. In her ASC, Ms. Martin said when she notices an employee doing something great, she will take the time to sit down and send a handwritten note to that employee's home to show they are truly appreciated.
Mr. Jacobs added that while a lot of praise and culture of motivation starts with ASC leadership, the praise from other team members can also be a significant source of inspiration to make employees feel valued.
"There's a lot of data about what motivates people, and recognizing great behavior starts with leadership, but the more you can get the team to do that is far more impactful than from your boss," said Mr. Jacobs. "If you can develop your teamwork in such a way that the teammates are giving each other recognition and saying 'Atta boys,' that can be even more powerful."
With small budgets and small staff, Ms. Thrasher said cross-training become an important tool not only in getting things done, but also in building a positive, supportive culture. She shared an anecdote of when she, though not an RN, stepped in and helped another nurse with pre-op procedures because it needed to get done.
"When you're in the trenches and are working side by side, [your employees] have a greater respect for you," Ms. Thrasher said.
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A recurring theme of the session was how to make employees feel appreciated and welcome on the team.
"We're like a family," said Ms. Martin. "We try to create our culture to be a caring culture. I try to spend more time with my staff. I really do want to know them and have them recognize that."
Especially in a time of tightening budgets, Ms. Martin said she is figuring out how to continually communicate to physicians and employees that they still are performing well even when they can't offer compensatory bonuses. In her ASC, Ms. Martin said when she notices an employee doing something great, she will take the time to sit down and send a handwritten note to that employee's home to show they are truly appreciated.
Mr. Jacobs added that while a lot of praise and culture of motivation starts with ASC leadership, the praise from other team members can also be a significant source of inspiration to make employees feel valued.
"There's a lot of data about what motivates people, and recognizing great behavior starts with leadership, but the more you can get the team to do that is far more impactful than from your boss," said Mr. Jacobs. "If you can develop your teamwork in such a way that the teammates are giving each other recognition and saying 'Atta boys,' that can be even more powerful."
With small budgets and small staff, Ms. Thrasher said cross-training become an important tool not only in getting things done, but also in building a positive, supportive culture. She shared an anecdote of when she, though not an RN, stepped in and helped another nurse with pre-op procedures because it needed to get done.
"When you're in the trenches and are working side by side, [your employees] have a greater respect for you," Ms. Thrasher said.