Here's how you can eliminate time-wasting activities as a healthcare manager.

Para encontrar patrones y áreas de mejora, analice los datos. Delegue tareas que no requieren su atención directa y, cuando sea posible, automatise procesos rutinarios. Esta práctica no solo maximiza su eficiencia, sino que también le da más tiempo para concentrarse en estrategias y decisiones importantes, lo que promueve una gestión más proactiva y eficiente.

Every organization has a mission and vision as its primary objective(s). Divergence from this path wastes valuable time, money, and human resources. Healthcare demands optimal resource management. By focusing on the primary objective, a healthcare manager can avoid time-wasting activities, reduce costs, and improve patient care. To achieve this, healthcare managers must: Clearly define the primary objective. Prioritize efficiently: Focus on activities directly contributing to the primary objective. Evaluate processes regularly: Identify and eliminate inefficiencies. Foster a culture of efficiency: Encourage a mindset where time optimization is paramount.

Es crucial evaluar las habilidades de tu equipo para identificar tareas que pueden ser reasignadas, por lo que crea una mesa de trabajo donde expongas problemas diarios e idénticos. Quien desarrolle mejor esta gestión, permitirá que cada miembro trabaje en áreas en las que es más hábil. Proporcionar la capacitación necesaria para asegurar el éxito y establecer expectativas claras. Confie en su equipo y supervise el progreso sin controlar excesivamente. Esta técnica no solo ayuda a optimizar el uso del tiempo, sino que también fortalece a su equipo, promueve el crecimiento profesional y mejora la eficiencia de la organización.

This is one of the biggest needs in healthcare that I've seen. A lot of time is wasted on tasks that can be automated but it's easier said than done and depends on the context. Computer literacy is necessary and is still lacking in many parts of the world and that is an obstacle to use technology to eliminate time-wasting activities. But it is slowly moving forward. The best way to embrace tech is to show the value it can add and offer continuous training opportunities, starting from the basics and allowing people to learn at their own pace. Running things in parallel for some time might be the only way to onboard everyone with new tech.

I minimise number of meetings, and if needed, to keep to the set duration/timing as a discipline and a habit. There are other ways than meetings which takes up time and opportunity costs. However, in a starting up and early phase of the company, it does take some regular meetings to set in place habits and discipline for all team members to be aligned and developing a culture of results-orientation. Once stabilized, then I reduce the frequency of these meetings, so that all can focus on execution and do that well.

Podemos comenzar por crear una agenda detallada y compartirla con anticipación. Limitemos el tiempo de las reuniones y respetemos el tiempo asignado. Se deben invitar solo a los participantes necesarios y las discusiones deben centrarse en decisiones específicas. Utilice herramientas digitales para rastrear tareas y contratos. Esta práctica mejora la eficiencia y aumenta la productividad y la satisfacción del equipo, lo que permite una gestión más ágil y efectiva.

Speaking from experience here, I know how exhausting it is to see 8 to 10 meeting invites pop up daily when you already have over 200 emails waiting for you! I'm not saying all meetings are useless, but let's be honest, most of them could be replaced with a well-crafted email. I get it, some people love playing the "meeting-meeting" game and keep roping you in, but trust me, once you start declining their invitations, you'll find yourself at peace, more productive, and with a better work-life balance.

When we are nearing the goal set at the start, cutting the number of meetings is a viable option. If the goal has changed then sticking to meeting schedule or even add- ons are an option

Most meetings are a little taste of time. To promote higher productivity, highly engaged teams, I help leaders audit their meeting calendars and leave only the meetings that foster critical team decision making or move progress forward. No “death by PowerPoint”presentations.

Some organizations are better at this than others, but the leaders I admire consistently ask "what are the most important things we could be doing"? and then they consistently get their people to align on them and do them. If awareness is what your brand needs, "what are the most important things we could be doing for awareness" is the right question, and maybe only question for a time. Whether it's new patients, new members, higher quality scores, more insights, it's great to start with "what do we need" and then get clear on "how could we get there/how should we get there/how will we get there" and then do that stuff and none of the other stuff.

Elimina o delegue tareas que no tienen prioridad. Revise y cambie sus prioridades con frecuencia para adaptarlas a los nuevos datos y circunstancias. Esta práctica no solo hace que su enfoque y eficiencia sean más eficientes, sino que también mejora la calidad de las decisiones y la efectividad general en la gestión de la salud.

Evaluate each task to ensure it contributes to your department and enhances patient care. If it doesn’t add value, consider why it’s being done and replace it with something that does. A well-organized department earns respect and attracts dedicated workers.

Avoid large-changing directions unless it is of significant strategic value. This avoids wasting a lot of time and effort by the team which could be spent on perfecting execution.

I think team members get engaged in time-wasting activities when they lack motivation, feel burned out, or aren't used to their potential. It's important to mentor them, keep them engaged and motivated, and ensure they have a healthy work-life balance.