Error - something went wrong!
Other content in this pillar
Why Top-Down Leadership Is Vital to Effective Lab Consolidation
Strategy. Resources. Goals. Having top-down alignment on these matters isn't just helpful to consolidation— it's imperative. See what aspects of leadership are most essential from the start.
Innovating the Lab on Three Levels
To deliver value-based care, clinical labs need more than peak efficiency.
4 Steps to Drive Change within Your Organization
Introducing innovations into healthcare organizations can be challenging. Begin by engaging the right people (at the outset and once the plan is set), creating a narrative, and staying focused.
Can (and Should) Non-MD Experts Lead a DMT?
The most effective DMTs incorporate input from MDs, PhDs, pathologists, lab leaders and other departments.
How New Healthcare Players Will Impact Traditional Providers
New mergers and joint ventures are blurring the lines between employers, insurers, providers, and retailers. Top lab leaders discuss the implications for traditional providers.
3 Steps to Overcoming Barriers to Clinical Decision Support
Clinical decision support too often annoys clinicians more than it helps them. Experts cite three ways that CDS could endear itself to its users and increase its potential to improve patient care.
Leveraging Lab Data to Connect with the C-Suite
To get the attention of the organization's C-suite, labs must show how their data can contribute to data-driven health care.
3 Steps to Transforming the Lab-Doctor Relationship
Discover how laboratorians can help physicians better manage their patient’s testing by providing a personalized service beyond the lab.
4 Steps to Fostering Relationships Outside of the Lab
As commoditization continues, laboratorians are facing mounting pressure to emphasize their value outside of the lab. In this video, Paula Santrach breaks down the 4 key steps to help laboratorians bu
How to Compel the C-Suite with a Strategic ROI
It’s critical to emphasize financial ROI when engaging the C-suite, but this metric is not enough on its own. Emphasize strategic ROI to make the case for how your organization can fulfill its goals.
How to Plan for Turnover Before It's Too Late
Clinical labs may not want to think about what will happen when a successful leader leaves or retires. Top lab leaders share advice for preparing the next generation of leaders—before it's too late.
4 Ways to Prepare Great Laboratorians to Be Great Managers
How do labs groom their excellent laboratorians to become great managers? Lab leaders from some of the nation's top clinical institutions identify four key strategies to start executing today.
Implementing Change Requires the Right Leadership
Change requires leaders who can keep things on track, help the organization remember why it's shifting, and provide support for staff members who disrupt long-ingrained habits in favor of better ones
Retaining Your Star Employee . . . Without a Budget
Learn seven simple steps lab leaders can take to increase retention and keep star employees engaged.
Managing Tough Conversations: Positive Proactive Solutions
Karen Hough highlights a simple 3-step process for dealing with the most difficult, and often most important, conversations.
How to Develop a Care Model — and Leverage It in Multiple Ways
Looking to maximize quality and minimize costs? We’ll show you how to achieve this by developing a care model—and multiply efficiencies by leveraging it in different ways.
Don't Let Your Lab Get Lost in Transition
Clinical labs may be the last to know when their parent organization is involved in a merger, acquisition or expansion. Here's how to make the case for a seat at the table
Developing a Task Force When Making Decisions about Point of Care
Bob Kaplanis and Kathleen David share best practices for tackling important decisions that require the join
4 Effective Influence Strategies Every Lab Professional Can Use
Effective influence is key to lab leadership. Here are four ways every lab professional can master the art of influence, no matter your title.
Moving from Clinical Expert to a Strategic Facilitator