Here's how you can effectively handle multiple projects and deadlines while collaborating with physicians.

You’re adding more complexity to a profoundly broken system. Physicians need more support and less administrative duties to have the time required to provide adequate care.

This is one of those scenarios that reminds me of the Mike Tyson quote - "Everybody has a plan until you get punched in the mouth...." No doubt prioritizing, blocking and streamlining all have value; we must plan as best we can, but I submit that a skill just as important in this scenario is "flexibility." Now, note that my perspective comes from that of a rural/community operator with a pretty shallow bench - meaning I often did much of such work myself - so being able to shift on the fly was critical - especially since collaboration with/responding to the medical staff on a moment's notice is essential for survival

Whether you are a physician executive, a colleague physician or leading from below, I believe the most important issue is to know the team involved. If you don’t know them, take some time to get to know them. It will save more time than you spend. As you are getting to know them (and they you), get to know their multiple priorities, and importantly, the key impediments of the projects and what will be the key drivers of success. Know which things are dependent upon completion of others. Also, keep in mind the relative difficulty/time consumed in the priority areas. While I completely agree a priority list is key, understanding dependencies between projects and other work is also important.

Physicians/Providers are busy with taking care of patients and administrative work. Today the requirements for administrative task are a large percentage of time. However, technology has made communication faster and visible. Understand their communication preferences, engage them when they need to make a decision, respect their time by involving them when needed, and provide information in advance for preparation. My biggest recommendation, do not waste precious time with other unnecessary activities. We (PMs) have the attitude, if not at the meetings, they are not involved, but that is not always the case. Patients come first, they do care about their voice being heard, and contributing value is important. Accommodate their schedule.

O bloqueio do tempo e fundamental dado que os médicos s?o mestres em flexibilizar o tempo em fun??o das várias tarefas que tem com prioriza??o das tarefas clínicas. Todos os pontos apontados sao importantes. Mas o binómio bloquear tempo e dar um sentido de urgência, tem um efeito particularmente benéfico com médicos: est?o habituados a situa??es urgentes, com solu??es obrigatórias e com prazo . O facto de bloquear tempo potencializa as outras 2 , nada como aproveitar estas características fundamentais destes profissionais e dirigi-las para o objectivo pretendido. E uma quest?o de utilizar o mind set típico da profissao

I agree with this. Time blocking helps in managing the schedule effectively, reducing distractions and improving focus. It is important to divide the day into specific blocks of time, which includes personal time too for breaks and wellness.

First, create a centralized project management system where everyone can track progress and deadlines. Set regular meetings to review progress and address issues. Use communication tools such as email, text and video calls for direct and clear communication. Define clear roles and responsibilities, and emphasize collaboration and mutual support. Also, be sure to identify and resolve any conflicts quickly, and remain flexible to any changes.

5 Puntos importantes para mejorar la comunicación: 1.- Mensajes claros y directos. 2.- Metas especificas. 3.- Reuniones rápidas y precisas. 4.- Estar siempre abierto a retroalimentación 5.- Cambiar o mejorar protocolos de comunicación apenas se vea que ya no funcionan.

One thing I've found helpful is using secure messaging apps and scheduling regular briefings. Utilize shared electronic health records, establish clear protocols, provide concise updates, and create feedback loops.

Je suis tout à fait d'accord. La communication est un aspect très important dans la planification et l'administration des soins

Project management tools like Trello, Asana, and Slack can help track progress, set reminders for deadlines, and bring documents and discussions together in one place. To do this effectively, encourage physicians to use these tools through educational seminars and support sessions. Create clear user guidelines and establish regular meetings to resolve queries and coordinate. Plus, use shared calendars and communication apps for instant updates and reminders, making it easier to collaborate smoothly and achieve goals.

Working for years in healthcare and seeing the advancements of technology, the best example of leveraging technology with physicians/providers is make it real time and visible. I know we have some who do not use technology still today, but for the larger percentage that use the technology, know their preferences, use alerts, text messaging, emails, visual boards in locations where they spend time together between cases. I prefer electronic boards, but not all locations have those so print the communication and put them on the boards. One organization had made a CMO life size stand-up prop with a message in multiple strategic locations that physicians/providers would visit. Creative ideas are important. Use your imagination!

I have had the opportunity to work with some wonderful physicians over the years and I have found that setting a standing bi-weekly or monthly meeting with the physician to discuss projects in cue helps to manage expectations. Following up with an email each time that reiterates the meeting talking points also is key to keeping everyone on the same page. Quick bullet points will be more helpful to busy physicians.

I once worked with a physician who grew frustrated when he didn’t have an update from me in a timely way. He explained that he functioned effectively when he had data, even if the data said, we haven’t yet progressed. I tried to use that useful idea with all my physicians—let them know where we stand, what’s possible and why their expectations may take longer to achieve.

The higher level information you provide to physicians/providers, the smoother your process will advance. Use a planning template that you populate first and then solicit feedback from those involved. The plan includes: Executive Summary, Setting the Stage for starts and stops, Benefits/Challenges, Communication/Commitment, Processes Evaluated/Implemented, Analysis/Outcomes to set Measurement Systems with strong operational definitions for data sources, Determine Teams for design and implementation, Business Review Groups, Market, Finance, Human Resources, Education/Training, Leadership, Strategy, IT, Compliance, Regulatory Requirements (city, state, national), Clinical and Non clinical and Supply Chain. The plan is the North Star.

A brief refreshment at the beginning of a meeting with the medical team can set a clear agenda and ensure everyone is on the same page. This can lead to more efficient and productive discussions, saving time and preventing repetitive explanations.

Learn to "read" non-verbal signes (expression of the face, mood, hand positions, etc). Even if the meeting / call / appointment is scheduled...maybe the physician had a bad day, something came up, etc..... try to ''read" these signes without questioning and ask to postpone! You will be appreciated! And you will make a difference!

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One day, I was an intern rounding early in the morning and a surgeon was rounding as well. He noticed that all of his orders from the previous day had not been carried out. He was very calm and asked the patient's nurse "What part of doctor's orders don't you understand? These are not doctor's helpful suggestions, they are orders. Now do them". My point in conveying this story is that physicians are used to being captain of the ship. I would not personally emulate that behavior but remember, physicians carry a great deal of responsibility. Don't try to work around this. Treat physicians with respect and demand accountability. Be friendly and maintain a sense of professionalism. Most importantly, get their buy-in. If you don't, you've lost.

It is critical to make sure that the physician or physicians who are involved in the project are genuinely interested in working with you, otherwise their day to day priorities will always take precedent. The stronger your relationship with the physician, the more transparent you can both be regarding projects that make sense and those that don’t.