A successful career in healthcare requires more than expertise. Regardless of the clinical abilities, the employees may possess, the employers are looking at the personality traits when hiring. According to virardi (2018), “ soft skills usually refer to a wide range of abilities, including people skills, social skills, communication skills, character traits, attitudes, career attributes, emotional intelligence quotients, etc., many of which form the basis of our personality and how others perceive us. ”(p.1). Having these skills helps a healthcare professional to interact with others effectively and harmoniously. These(pn) skills also influence the motivation of the workers in their jobs. Moreover, these(pn) skills also help an individual to adapt to any challenging circumstance they encounter. That said, this paper will look at some of these soft skills and examples of their applicability in a healthcare setting.
Leadership Skills
Effective(aj) healthcare leadership (n) cannot be overlooked (v) as the leaders influence the care (n) given to the patients (n) . Leaders (n) within the organization (n) decide (v) that either impacts (v) the organization positively or negatively (Hargett et al., 2017) . It is these(pn) leaders that help (v) the team perform (v) optimally; thus, increasing (v) the productivity of the firm. Therefore, regardless of the management experience top (aj) leaders have, lack of leadership skills can affect the business adversely; hence, leadership skills are a must-have for the healthcare professionals.
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Healthcare(n) leaders (n) should (v) possess (v) the following(aj) skills(n) for the effective running of the organization(n). They(pn) should lead by example. Leaders(n) in healthcare should(v) lead be(v) the perfect(aj) example(n) for the others to emulate(v) (Hargett et al (adv)., 2017) . These(pn) leaders should portray honesty, integrity, and respect in all their actions. For instance, in the case of conflicts, these(pn) leaders should show their conflict resolution skills by being fair to both parties. Likewise(adv), these(pn) leaders should also(adv) portray their abilities to make ethical(adj) decisions, especially(adj) when faced with ethical dilemmas . Moreover(adv), these leaders must also possess powerful(aj) communication skills. With effective (aj) communication skills, these leaders can deliberate clinical duties to their juniors, as well as promoting teamwork. Strong communication skills also(adv) enable these leaders to hold meetings with their employees efficiently and productively. Leaders should(v) also(adv) show(v) their ability to apply the different leadership(n) styles(n) depending on the different(aj) situations they handle. For instance, some tasks completion requires the setting of paces and the application of command and control. Therefore, these tasks might require the management to be stricter, which requires the application of different leadership skills for these tasks to be completed.
Interpersonal Skills
Healthcare(n) practitioners(n) are(v) required(v) to have strong(aj) interpersonal(aj) skills(n) as they deal(v) with individuals from different social and cultural backgrounds. Thus, these(pn) professionals must show their ability to handle diversity. Healthcare practitioners must build a rapport with their patients for optimal(aj) quality care. Therefore(adv), the following(aj) interpersonal(aj) skills are a must-have for these practitioners. Healthcare professionals must show their skills in active(aj) listening. Most healthcare practitioners engage in multiple activities that lead to burnouts and also(adv) make them have no work-life balance. Such factors might contribute to the practitioner’s failure of actively listening to the patients that can compromise patients’ safety. Moreover(adv), failing to actively(adv) listen to other employees might affect teamwork within a healthcare setting. Therefore(adv), healthcare practitioners must stand out amidst the challenges they face and show their ability to engage in active listening skills.
Likewise(adv), healthcare(n) practitioners'(n) career(n) requires(v) them to be receptive to feedback. Feedback is a critical component of growth and improvements. Given that the healthcare industry is highly(adv) volatile(aj), and keeps(v) on changing(v), mistakes are(v) inevitable(aj). That said(v), feedbacks enable(v) the healthcare professions to gauge themselves and the services they offer to the patients and the organization at large(adv). However(adv), more(adv) often(adv) than not(adv), employees tend(v) to dislike(v) being(v) given(v) negative(aj) feedbacks that criticize them. Therefore(adv), as a healthcare practitioner, one is required to be receptive to feedback, whether positive or negative, as it is the only way one improves, as well as learn from others. Thus(adv), healthcare practitioners must possess these interpersonal skills for the effective delivery of optimum care.
Responsibility Skills
Brown(n) & Savulescu(n)u(2019(n)) states(n) that “responsibility(n) practices regulate(v) personal(aj) relationships, uphold(v) criminal(aj) justice, incentivize(v) productive(aj) work, and discourage(v) antisocial(aj) behavior” (p.1). Thus(adv), Personal(aj) responsibility skill is a must-have for every healthcare practitioners . Being responsible(aj) means that one has full control of themselves and are accountable for their actions. Brown & Savulescu (2019) also(adv) states that “‘moral hazard’ occurs when the costs of an agent’s actions are spread among a larger group of individuals, while the benefits accrue to him or her alone(adv), encouraging self-interested(aj) behavior” (p.1). Therefore(adv), being responsible enables employees to take credit for their achievements and castigate themselves for their failures without implicating others. This creates a fostering working environment for all employees. Several important skills incorporate a responsible behavior, including; honesty, whereby(adv) people tell the truth no matter the outcomes. In a healthcare setting, healthcare practitioners should show honesty by making decisions that can be supported by evidence rather than making such decisions based on emotions. Healthcare practitioners are required to use evidence-based practices before coming into a conclusion for the decisions they make.
Likewise(adv), responsible(aj) behavior(n) requires(v) individuals(n) to be(v) accountable(aj) for their actions. Healthcare practitioners should(v) have(v) no room for excuses for their actions(n). Making(v) excuses by blaming(v) others(n), especially(adv) when executing team responsibilities, only(adv) discredits your worth(aj) and makes the others(n) lose(v) trust in you. Also(adv), accountability enables healthcare practitioners to consider their decisions and their impacts on others while working as a team. Moreover(adv), being accountable(aj) enables healthcare practitioners to weigh the rewards and repercussions before taking action.
Teamwork Skills
Effective(aj) teamwork(n) in healthcare(n) positively(ad) correlates(v) with patient(n) safety (n) and outcome(n). Teamwork has(v) become(v) a must for most healthcare organizations due(aj) to the complexities involved(v) in the specialization(n) of care(n) (Babiker et al (adv)., 2014). This new(aj) era has made it almost impossible(aj) for a healthcare practitioner to solely(adv) deliver quality care that leads to patients’ satisfaction. Thus(adv), most healthcare facilities have adopted a patient-centered (aj) teamwork methodology (Babiker et al (adv)., 2014). That said, healthcare organizations with effective(aj) teamwork leaps several benefits, including minimizing(aj) burnouts as many practitioners are involved in ensuring that patients’ care is optimal. This reduces the likelihood of medical errors occurrence leading to improved quality care. Likewise(adv), an effective team allows the healthcare organization to reach its goals and objectives. Such teams are resourceful and offer support to their peers making organizations achieve the set goals and objectives.
That said(v), a team(n) within the healthcare setting can only(adv) be(v) considered(v) to be(v) effective(aj) if its members(n) possess(v) the following(aj) skills(n). Team members must be disciplined while executing their assigned duties and responsibilities. With discipline(n), the team members can stick to the healthcare standards and protocols that govern such teams. Likewise(adv), team members must portray honesty. Every member within the team should show transparency in their communication to avoid inconveniencing others leading to mistrust that can affect the team adversely(adv). Moreover(adv), the team members should show creativity and innovations that lead to the improvement of processes within the organization. For instance, the healthcare industry has been evolving thanks to the availability of high-tech(aj) technologies rapidly(aj). Thus, having creative (aj)members helps to tackle the healthcare problems that arise effectively(aj).
Communication Skills
According(adv) to Institute(n) for Health(n) Communication(n) (2009), “ there are(v) strong(aj) positive(aj) relationships(n) between a healthcare team member’s communication skills and a patient’s capacity to follow(v) through with medical(aj) recommendations, self(aj)-manage(v) a chronic(aj) medical(aj) condition , and adopt(v) preventive(aj) health behaviors . ” (p.1). This means that the interactions between the patients and their practitioners influence their satisfaction. Therefore(adv), effective communication within the healthcare setting is a crucial component that cannot be overlooked.
Therefore(adv), clinicians(n) must(v) possess(v) high(aj) level(n) of communication(n) skills(n) while dealing(v) with patients(v), their families(n), the management, and while communicating with their peers. Communication can(v) occur(v) verbally(adv) (use of voices), visuals (graphics), non-verbal(aj) (gestures), and written(aj) communications. Regardless(adv) of the communication method used(v), clinicians are required to portray their effective(aj) use of communication skills. Some of the skills required to communicate effectively(adv) include, use of active listening skills, such as(adv) nodding(v) your head and maintaining eye contact. Likewise(adv), clinicians must be prepared to deal with persons of different(aj) personalities. This requires(v) a high level of patience, humility, and respect as some people have personalities that can be difficult(aj) to comprehend.
Moreover(adv), clinicians(n) must also(adv) show(adv) confidence(n) while communicating(v). A patient(n) might(v) lose(v) trust(n) with the clinicians if they learn that they are not(adv) confident(aj) while talking(v) to them. When patients(n) question(v) the credibility of an experienced(aj) practitioner due(aj) to lack of confidence, their reputation becomes tarnished, as(adv) well(adv) as that of the organization. Likewise(adv), clinicians should be able(aj) to communicate effectively(adv) with their team members. This ensures that all members work on the same; thus, improving the efficiency of processes.
Flexibility/Adaptability
Adaptability(n) means(v) responding(v) to changing(aj) behaviors(n) to suit(v) new(aj) trends(n). On the other(aj) hand(n), flexibility(n) means(n) being(v) dynamic(aj) and deal with an unexpected(aj) outcome. That said(v), the 21 st -century managers hire(v) employees(n) who possess(v) these skills so that they can help deal with unexpected or unplanned situations. Having employees with these skills is critical as it enables the organizations to continue running efficiently(adv) even(adv) in the wake of such situations. Moreover(adv), these employees are able to work with minimal or no supervision that leads to productivity. In healthcare, healthcare practitioners have a deal with more uncertainties than they expect. For instance , healthcare specialists might have to handle patients longer(adv) than they had planned. Likewise(adv), these specialists might be called upon to attend to emergencies while on leave. Therefore(adv), being a healthcare practitioner calls for a high(aj) level of adaptability and flexibility.
Due(aj) to the diverse(aj) roles(n) played(v) by clinicians(n), they should(v) be(v) prepared(v) to assume(v) and adapt(v) to new(aj) roles. Therefore(adv), flexibility and adaptability require(v) the clinician to possess the following skills. Firstly(adv), these clinicians must be willing to learn. As(adv) highlighted above(adv), the healthcare industry is highly(adv) volatile(aj), with trends changing(v) now(adv) and then(adv); thus(adv), it calls(v) for practitioners to change their ways of doing things. That said, most healthcare organizations implement continuous learning(n) programs (n) meant to position these practitioners(n) to respond to these changes. Therefore, healthcare(n) practitioners(n) must be willing to learn so that they can respond effectively to these changes. Moreover(adv), healthcare(n) practitioners(n) must be willing(aj) to accept that change(n) is inevitable(aj). For instance, technological(aj) advancements call for healthcare organizations to implement(v) modern(aj) technologies to remain strategically competitive(aj). The employees might not be conversant(aj) with such technologies; thus(adv), it calls for such employees to change their perceptions and adapt to these new(adv) technologies(n).
Problem Solving Skills
Healthcare(n) practitioners (n) work(v) in ever-changing(aj) environments(n), which causes(v) new(aj) challenges(sn) for them to deal(v) with. Therefore(adv), healthcare(n) practitioners(n) are(v) faced(v) with routine(aj) challenges that require(v) them to solve(v). Also(adv), due(aj) to the protocols put(v) in place, healthcare practitioners are obliged to follow the commands from the “authorities.” For instance, the management might require their workforce not(adv) to attend to patients if they have not(adv) cleared their medical(aj) bills . Thus(adv), if clinicians encounter such situations while deliberating their duties, they have to engage their problem-solving(aj) skills. Moreover(adv), every healthcare situation encountered by healthcare practitioners involves problem-solving(aj) as well as decision-making(aj) skills.
Therefore(adv), effective(aj) problem-solving(aj) skills(n) require(v) the use(n) of critical(aj) thinking(n). Practitioners (n) should(v) be(vs) able(aj) to combine(v) intuition (emotions) and logic (cognitive(aj) thinking) while solving(v) the problems they face. With these skills, a practitioner can collect all crucial information needed in solving such problems. That said, practitioners must possess the following critical thinking skills(n) for effective problem-solving. Firstly(adv), they should weigh all the available options before coming up with a conclusion. Healthcare practitioners should assess the available alternatives and their repercussions while solving a problem before coming(v) into conclusions. Moreover(adv), these practitioners(n) must be able to come(v) up with a contingency plan to solve the problems if the first solution fails.
Likewise(adv), health(n) practitioners (n) should(v) handle(v) the problems(n) professionally(adv) in a way(n) that does not create problems for others. This is mostly(adv) applicable(aj) while solving conflicts within the organization. Practitioners should not(adv) let their self-interest intentions harm others; thus, they should be fair(aj) in their dealings to solve the problems at hand, looking beyond(adv) the short-term(aj) consequences(n) of solving(v) such problems(n).
Work Ethics
The 21 st health(n) industry(n) is(v) governed(v) by regulations(v) and ethical(aj) standards(n) that are(v) complex(aj) to comprehend(v). Additionally(adv), some of these regulations(n) and ethical(aj) standard s are(v) controversial(aj) in that what is deemed legal is considered unethical(aj). For instance, organizations might have regulations requiring the patients to settle their medical bills before they can be attended to. This might be legal(aj) but an unethical(aj) practice. Moreover(adv), practitioners work under threats threat of litigation for negligence, as well as healthcare malpractices. Therefore(adv), healthcare practitioners must be conversant with the work ethics requirements in the organizations they work for.
Therefore(adv), healthcare(n) practitioners (n) must(v) portray(v) the highest(aj) level(n) of work(n) ethics(n) amidst this kind(n) of working(aj) environment(n). Some of the skills required(v) for work(n) ethics(n) in the healthcare industry include(v) maintaining(v) patients’(n) confidentiality. Clinicians should treat patients’ medical(aj) information(n) with the highest(aj) level of privacy. Health practitioners should refer to t he Health Insurance Portability and Accounting Act (HIPAA) for guidance on how to handle protected(aj) healthcare information. Likewise(adv), healthcare practitioners should respect the patients’ autonomy; that is, clinicians should let the patients get involved in making decisions regarding their treatment. Patients should hold the right to determine the way healthcare intervention should be done to them. Moreover(adv), clinicians should always(adv) observe the principle of nonmaleficence, which dictates that clinicians should not(adv) harm their patients intentionally(adv) either through commission or o(adv)mission.
Moreover, healthcare(n) practitioners (n) should(v) portray(v) the highest level of honesty and integrity, especially(adv) when dealing(v) with insurance matters. Clinicians (n) should refrain(v) from assisting the patients in getting(v) undeservingly(adv) compensations from an insurer by faking(aj) healthcare reports in return for kickbacks.
References
Babiker, A., El Husseini, M., Al Nemri, A., Al Frayh, A., Al Juryyan, N., Faki, M. O., Assiri, A., Al Saadi, M., Shaikh, F., & Al Zamil, F. (2014). Health care professional development: Working as a team to improve patient care. Sudanese Journal of Paediatrics , 14 (2), 9–16. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4949805/
Brown, R. C. H., & Savulescu, J. (2019). Responsibility in healthcare across time and agents. Journal of Medical Ethics , 45 (10), 636–644. https://doi.org/10.1136/medethics-2019-105382
Hargett, C., Doty, J., Hauck, J., Webb, A., Cook, S., Tsipis, N., Neumann, J., Andolsek, K., & Taylor, D. (2017). Developing a model for effective leadership in healthcare: a concept mapping approach. Journal of Healthcare Leadership , Volume 9 , 69–78. https://doi.org/10.2147/jhl.s141664
Institute for Healthcare Communication. (2009). Impact of Communication in Healthcare
Healthcarecomm.Org. https://healthcarecomm.org/about-us/impact-of-communication-in-healthcare/
virardi, Michael. (2018). Radiology Management, ICU Management, Healthcare IT, Cardiology Management, Executive Management . HealthManagement. https://healthmanagement.org/c/healthmanagement/issuearticle/are-soft-skills-important
