Andrew Dahlke

TALKING THE TALK IS GENX.

WALKING THE WALK IS LEADERSHIP.

IT IS NOT THE SPIN AND THE VERBIAGE OF THE DISCOURSE, IT IS THE ACTIONS TAKEN IN YOUR DAILY ROUTINES THAT MATTER. THE WORKERS MUST RELY ON YOU AND NEITHER FEAR YOU NOR NOT WANT TO APPROACH YOU. YOU MUST BE APPROACHABLE IN THE WORST OF TIMES, RESPECTFUL AND HELPFUL AT ALL TIMES, AND HAVE…[Read more]

Employment of doctors by large hospitals is pointed to as a success (i.e. Mayo, Geisinger, Cleveland Clinic).

Employment of doctors in other settings can poison the doctor patient relationship. The interests of the hospital are to maximize revenue, not necessarily to maximize patient health. Instead of putting the patient first, the employed…[Read more]

The absence of cost accounting in hospitals means that true costs are not known.

I hear that our hospital loses $1,000 a day on every medicare inpatient.

They make the money up on outpatient radiology, lab services, and radiation oncology.

There is a rob Peter to pay Paul system that leads to high costs.

The medical system will not be fixed…[Read more]

I would like 5 methods to reorient meeting members that go on rants and hijack meetings. They are usually well intentioned ideas that do not belong at a meeting and do not follow an agenda and can be brought up in the process of brainstorming.

If you let the person go on and on, the meeting runs over.

If you cut the person off abruptly, they…[Read more]

The goal of most hospital mangers is to keep their job and their income. This means maximizing hospital revenues.

The goal of the patient is to get as healthy as possible as soon as possible.

These two goals are rarely aligned.

As a physician, my duty is to the patient first and to the hospital second.

How do I lead a dysfunctional…[Read more]