Interview Questions Flashcards
Please provide an example of a positive impact of a change process you have implemented.
- Patient reminders
- Cross-training of nursing staff between Cardiology and DI Procedures,
- Separation of cold and hot patient areas in NucMed
- Scope
- Integration of Cardioresp into the DI
Please share with me an example of how you helped coach or mentor someone. What improvements did you see in the person’s knowledge or skills?
Provided a lot of coaching
1) Coached one of the the members after I have heard concerns from several staff members about them raising the voice and acting out (Cindy)
2) coached an acting sr technologist on the expectations and the patient flow processes (Everaldo)
3) coaching of MHA students of UoO (NYGH)
4) coaching of UoT engineering students (Amin)
Where do you see yourself five or 10 years from now?
Working hard to implement the MGH vision and mission via growing and making our DI department stronger.
VISION
Create Health. Build Community.
MISSION
Our community inspires us to deliver exemplary care, develop innovative partnerships and mentor the next generation of healthcare providers. Together we will make a difference and change the face of health in East Toronto and beyond.
Provide us a brief overview of your work history
Keep it shorter
1) values
2) skills
3) knowledge of the department processes, key stakeholders, operational awareness
I see it as layers, or different facets of my skills as a leader. Also, worked hard to add value.
1) background
- IMG
- front line nurse experience
- medical industry
2) decision support
- learned about the hospital operations
- developed tools on how to grow operations
- built relationships with physician and admin leaders
- value:
3) DI business development
- learned the details of DI operations
- learned about the DI teams and customers
Value added:
- working together with the DI management team, made DI more referring physician and patient oriented via a suite of changes
- increased revenue
- launched Scope as a leader of the primary care group
4) pandemic - leading DI teams, focusing on developing leadership skills and improving day-to-day operations from the quality perspective
Value added:
- successful accreditation, especially with regards to the unmet standards from the previous accreditation
- integrated Cardioresp into DI, with the focus on staff cross-training, eg RNs supporting both DI and Catdio
- found ways to support the teams during the pandemic via safety and process improvements
5) post-pandemic - starting on big projects to transform and grow DI
- a suite of projects to increase CT capacity, both for scans and procedures,
- community cancer screening
- community referring physician engagement
How has your work experience prepared you for this position?
Lead wisely
- team support and nurturing
Be excellent
- processes, projects, changes
Build community
- partnerships with the community physicians and NPs, enhancement of the OBSP screening program,
What specific skills and competencies do you possess that would make you successful?
Leadership.
- specifically in DI and Cardioresp
Management
- thorough knowledge of all DI processes
Finance and business development
How would you describe your leadership style and experiences in leading a team?
Please provide an example.
1) based on key values - Compassion. Integrity. Courage. Accountability.
2) very collaborative, including staff in decision making
3) growing and supporting staff
IHI’s framework for joy at work
Wait Times for CT biopsies are in a red zone. Developed a plan to increase the number of biopsies using the existing resources. After approval of my leaders, initiated work on engagement of key stakeholders such as nurses and technologists, together with the supervisor
Sometimes, we have to implement a process that not everyone agrees with. Can you tell us of a specific time when this occurred and what you did as a leader to get them on board?
Separation of cold and hot patient waiting areas in NucMed
Explained the need
Brainstormed options
Suggested to run a pilot
Created SOP and trained staff
We’ve all had to work with someone who is very difficult to get along with. Can you tell us about a situation when this happened to you and how you handled the situation?
• Why was the person difficult?
• How did you handle that person?
(RT Tracey)
Very difficult to communicate, described as very resistant, sending very long and emotional emails
Had to implement new technology
- patient focus
- listen to concerns
- take action: additional training, replacement of the unit
In this role strong communication is essential.
Describe your communication style and provide an example of your ability to communicate effectively.
Communication is critical.
- define key stakeholders
- develop a communication plan
- have a pre-run if time allows
- execute and adjust based on feedback
Communicating about a quick change
(CT embolism)
An incident in CT lead to the development of a new process for some of the CT scans
- staff meeting
- email
- handover and printed posted emails for night shifts
Code Grey - the situation was changing quickly. Daily updates for staff and management.
What is your experience in supporting continuous staff training and regular competency assessment? What was the biggest challenge and how did you handle it?
Please provide an example of a time that you lead/or were involved in a process improvement?
Discuss your strategies.
What worked? What didn’t?
Can you tell us about a time when you had to work with unmotivated staff? What did you do to get them more engaged?
(Richardo)
Communicate
Set clear expectations and priorities
Provided training plan and checklist
Assigned a more senior staff member (Natasa) to provide at-work support
Identified policy gaps and developed a new SOP on triaging urgent cases to close this gap
Listen to concerns
Quantified issues (# of voicemails)
Sometimes in manager roles we have to implement a change that we may not personally agree with, how would you handle it?
I have a lot of trust into the decisions of the organization and my leaders.
Therefore, I would commit to learning about the change itself and about the reasons for the decision.
Example - upgrade from Imagevault to Viewpoint
What does the term ‘Just culture‘ mean to you?
Can you provide an example of when this applied?
Take accountability as a manager. Assess and review processes. Do not put blame on individuals. Identify gaps and take action to close those to avoid from repeating.
Example:
Code Blue in one of the testing areas.
Unrelated to the diagnostic test but provided an opportunity to have a thorough review with the ordering dept about the TOA for inpatients coming for their test or procedure
(Code blue in echo)
If you were offered this role, what strategies would you use to facilitate improvements in /out of the Dept.?
1) use the system of dept goals developed based on MGH strategic directions
2) support, grow, and nurture staff as no success could be achieved without a motivated team
3) continuously work with key stakeholders - clinical programs such as ED, Surgery, Medicine, and Oncology to ensure the needs are met
In your first several weeks in the role, who do you think it would be important to meet and introduce yourself to? Can you share some strategies of how to achieve this?
Have you been involved into a formal accreditation process in healthcare services settings? Please describe your role and achievements.
What does Quality Management mean to you?
What are 3 area of improvement for our Dept.?
Aligned with the org. goals and values. Dept plan, which I was a part of creating.
Top 3:
1) staff support and safety
2) capacity and wait times - esp. CT
3) partnerships with the community and growth, especially in cancer screening
Please provide an example of a safety initiative you championed/or were involved in? What was the biggest challenge and how did you handle it?
Code Blue preparedness at C2 - crush card quantity and location, code blue buttons.
Engaged all key stakeholders, internal and external. Immediate action taken and a more comprehensive change plan with training.
Another code blue - very seamless and effective response.
What can the MGH diagnostic Imaging department do to increase safety for patients and staff?
Please suggest 1-3 specific action items.
Is there anything else that you could have not covered that you would like to add?
Reliable, passionate, loyal to the DI department, MGH, and the East York community.
Know the teams and the business, have a strong plan, and will hit the ground running without any delay.
This is my dream job, and I will be working hard to achieve the goals for years to come
Do you have any questions?
- How does the success look like for this role and how is it measured?
- what is the top challenge you foresee for Ontario and MGH DI services for the next 3 years?
