Being the "Decision Maker"
While working as a vendor at a recent large EMS conference, I saw a lot of different agency shirts, logos, patches, and I even met a variety of people with many different titles and responsibilities within their organization. What’s always difficult about being a vendor at various conferences is trying to really find your target audience amongst the crowd, and (ultimately) make a sale. Now, don’t get me wrong, I greatly enjoy talking to other EMS providers in the field and sharing what I’ve created with them...after all, many of them are able to go back to their respective departments and pass-along your company/product information...but truly finding the “decision makers” in the crowd isn’t always an easy task.
So, as an EMS Director (whichever title you are, or aspire to be), you’re now the one that’s tasked with either taking-in this information that your eager service member is passing to you, or you’re faced directly in front of a vendor that’s got first-hand knowledge of their products and is prepared to get it into your hands...so where do you go from here? Not only that, when else are you the “decision maker” for your organization?
PRODUCTS
Having the checkbook, or credit card, at your “disposal” can be a daunting task at times, but it can also be an exciting one as well. Having the ability to purchase new products, try-out new equipment, or to even purchase a few odds-and-ends that can help to make your crews’ job easier can be very rewarding. On a larger scale, going through a complete bid process to acquire a new ambulance, update your current facility, or to purchase a new PCR/billing software program can be the opposite. In either light, as the “decision maker,” it’s your responsibility to push your organization forward and to keep it on the cutting edge when it comes to its needs as a service. This also means budgeting accordingly for equipment replacement plans, apparatus maintenance, and surplus needs in the event of any shortages.
POLICY
No one ever said that being the “decision maker” would always be easy...especially when it comes to working in a smaller service with a close-knit membership. Setting policy in terms of Standard Operating Guidelines (SOGs), Policies, and Administrative Orders are all essential functions of the management & administration of an EMS agency. This task can sometimes place an increased burden on your shoulders because not everyone may like what you’re trying to enforce or instill. Breaking such policies or guidelines may also require member/employee discipline...which, again, isn’t something that many of us neither want to go through, nor be a part of.
In a more positive light, however, you are also tasked with setting the pace for your organization through its protocol development. Yes, it’s ultimately the Medical Director’s responsibility to establish and endorse your protocols, but it’s also your responsibility (and ability) as an EMS Director to make sure that your Medical Director is the right “fit” for your organization...as well as its strategy & direction.
STRATEGY
Bridging off of your agency’s protocols is its overall strategy, vision, and direction for the future. Where is your organization going, and how is it going to get there? You, “Mr(s). Decision Maker,” are an integral part of this process.
As an individual, as part of a committee, or as part of an entire service, your “decision making” responsibility is to be a part of your service’s future. Commonly exemplified by this is your service’s continued education and professional development plan.
The days of simply relying on a local training entity to complete all of your required annual or semi-annual training is no longer acceptable...it’s now expected of you to provide continued education, quality assurance oversight, and professional development for the members of your service regularly, regardless of your pay structure.
Planning for the future, mentoring current staff members to become future leaders, and preparing your service for future growth through increased service demands are all part of developing (and following through with) the overall strategy of your organization. Part of this vision and plan is analyzing where your service is in terms of it strengths & weaknesses, its finances, and how your role as a Director (“decision maker”) fits into the big picture.
Looking at the future, does your organization need to look at transitioning toward hiring daytime staff, upgrading to the Paramedic level of care, or does it need to hire additional administrative staff in order to keep up with the daily demands of the service’s operations & management? Is your service prepared for such changes...how about your community?
Being the “decision maker,” when it comes to developing a strategy, requires experience, patience, foresight, ambition, and plenty of passion in what you do. Not only must you keep your organization operating smoothly day-to-day, but you must also keep your eye on the future and anticipate how it will affect your service area, region, and even the state as a whole.
All of this responsibility brings up the question: are you prepared to make these decisions for your organization? Are you comfortable with some, but not others? Are there areas within your management duties that you feel lacking or inexperienced?
One thing that I’ve seen throughout my career, as well as through my experience owning this company, is that it’s vitally necessary for Directors and leaders to admit when they need more help. This help may be in the form of some short-term management assistance, some additional insight into a particular topic, or simply some help on a project that others in your organization aren’t comfortable tackling with you to see it through to completion. The challenge of admitting the need for more help is nothing to take lightly; nor is it something to ignore.
Buying new equipment for day-to-day operations may not seem like a large task, but purchasing a $100K (or much greater) ambulance can be...so why do it alone? Part of being a “decision maker” is also being a delegator and a team-player. Work with internal committees, network with local service leaders, and gain additional insight from outside consultants in order to become better informed of your options so that you can make the best decision for your organization.
ER RN/Surgery RN at Reeves County Hospital
7 年No one ever said being a director was easy. They wear lots of hats. WE need to always use prioritizing. We teach paramedics delegation but forget as directors. It's not letting go of the responsibility it's maximizing your internal resources and having a consolidated game plan. Directors need to utilize the employees in their organization to add prospective to purchasing. Who better to analyze needs then the people who provide day to day use of your inventory. So many managers are afraid of "change". I say embrace it. Medicine is forever a changing field. Budgets, care dynamics, and employee needs are all considerations to making a service the best. A service has to be willing to change to stay at the forefront of the business. Managers have to flexible. As for internal day to day evaluations and policies that might utilize discipline, managers have to continually evaluate and reevaluate the SOP and SOG's to meet current expectations regarding safety and compliance and not allow stale out dated information that can cause a strangle on its employees and customers services. No one said being a director was easy, if it was we would all be directors. There are challenges in every job, but with flexible mindset it's doable.