In an earlier Friday Flash Report post, “What we really do for a living”, I shared my thoughts about what we really do for a living. What we actually do at work is much more than a job title, and much more than a job function. What we really do for a living is what motivates us—it’s what makes us want to give it our all.
After all, merely fulfilling the function of our job isn’t necessarily what helps us get through tough days, and it’s probably not why we’ll stick around for the long haul. Most of us need something more—more than just a paycheck or a job function to feel good about our jobs and more importantly, to feel a sense of purpose in our work. We need to feel meaning!
When we overcome challenges or solve problems, we know it means we’ve made progress; that feels good! And, we all enjoy opportunities to be creative and innovative, because it gives us a sense of ownership and pride—it feels good to know that we played a part in achieving something great.
Each and every job role at UTMB Health is important and helps us achieve our mission. Our patients and families count on us. And, just as I talked about in my recent posts on teamwork, our colleagues count on us to be there when they pass us the ball, because otherwise, we not only fail our team, but we fail our patients.
Questions we often reflect on, and should continue to reflect on every day, include: How can I help make a difference for a patient or their family member today, whether from the front line of patient care or from behind the scenes? How can I help make a colleague’s day brighter or their work go more smoothly, so they, too, can make a difference for our patients and their families?
Today, I want to reflect on a new question: how can we think beyond our boundaries to meet the needs of our patients, their families, our teams and colleagues? In a challenging health care environment, this will be a question we will face daily. It requires our creativity, innovation and a desire to gain new knowledge. We may not always have every resource we desire to meet the needs we wish we could fill. It means we will need to work together collaboratively within our teams and across departments and mission areas to successfully fill those needs. We must share our knowledge and expertise both with our UTMB colleagues and with those outside our organization, who share our commitment to excellence and passion for exceptional patient care.
Brilliant solutions are easy to see in hindsight. But, having the foresight to come up with one is something completely different. Smart, innovative ideas require unconventional thinking. Sometimes it is necessary to find creative solutions. Sometimes we must be the ones to find a better way.
I recently received some exciting news about how one of our employees, Rachel Murray, business manager for Transplant Services, worked together with the Office of Development to secure a $50,000 grant from the JLH Foundation, which was established according to the wishes of John L. Hern to support the financial needs of transplant patients and their families, and to promote the need for organ donation.
In her proposal, Rachel and the Development team described how the transplant process is one that bears considerable challenges for patients as well as their families. For many, the financial strain can be just as exacting as the physical toll of the procedure. With these new funds, UTMB will be able to help support transplant patients in need by assisting them with temporary housing, travel, prescription medication and transportation services while they are at UTMB for their procedure and aftercare.
Meanwhile, I received another note of good news, when I learned that Richard Foy, program manager in the Department of Neurodiagnostics (formerly the EEG/EP Lab), had an article published in the April 2015 issue of The Neurodiagnostic Journal, “PartnerSHIPS: Aligning Your Department with Administration for Smooth Sailing”.
His article describes the great work done in his area over the course of a two-year period that led to improved patient care outcomes. This achievement was made possible because of the remarkable collaboration that took place between neurodiagnostic technologists and hospital administration. The team worked together to identify barriers to success, improve processes, and identify ways to improve cost and utilization management. Additionally, they implemented a cross-training program among team members and identified professional development opportunities for staff so that they could not only meet operational and financial goals, but most importantly, increase the quality of care.
These are great examples of ways that innovative thinking and information sharing can help us identify new resources, improve patient care and create value, all of which result in new and better programs. Individuals may identify those exciting new ideas, but more times than not, it requires teamwork to achieve our goals. Without this sort of approach, we cannot be as successful and we cannot help others be successful.
I recently read something interesting, written by Jim Canterucci, an author who focuses on personal success. He says he strongly believes that “individuals possessing a habit of innovation, coming together, will make an organization more innovative.” Sound familiar? This is how we truly work together to work wonders!