Conference conversations: Developing essential CDI management skills

Editor’s note: Laurie L. Prescott, RN, MSN, CCDS, CDIP, CRC, CDI education director at HCPro in Middleton, Massachusetts, presents the “CDI Management Essentials,” pre-conference event on Sunday, May 19 through Monday, May 20 ahead of this year’s conference at the Gaylord Palms Resort & Convention Center in Kissimmee, Florida.

ACDIS: What excites you about the CDI Management Essentials pre-conference event? How is it a different experience from the CDI Boot Camps you typically teach?
Prescott: I am excited about this course because it takes a different look at the CDI function than our other Boot Camp courses do. Instead focusing on the core concepts of CDI daily record reviews, we will focus on the fundamentals of CDI program/department management and direction. We take a practical look at the many responsibilities of a CDI manager from how to hire, train, and maintain staff, to how to monitor staff, and physician engagement, etc. This two-day, pre-conference event takes more of a big picture focus than a focus of specific CDI function.

ACDIS: CDI professionals have traditionally been promoted into the leadership positions due to having the most on-the-ground experience with CDI efforts. While they may have mastered CDI review skills they may need additional help mastering their new role. What types of skills did you struggle to learn and employ in your own leadership practices over the years?
Prescott: This is a great question and one that is often seen in the healthcare profession. We often promote to management and directory positions those people who are successful in the front-line roles. And we often put them in the uncomfortable position of offering no training in how to meet the expectations of the new role. This could include how to write job descriptions, how to manage the process of interviewing candidates, maintaining policies and procedures, managing multiple campuses, etc.

ACDIS: How do you recommend CDI managers/directors leverage their programmatic metrics to effect change in their organizations? Do managers use metrics differently than a program director would?
Prescott: This all depends on the job description and the organization. Managers tend to use metrics in efforts to evaluate and mentor staff and identify issues with providers. Directors may use metrics as support to increase staffing allocations, start new initiatives, and the reach of their CDI programs to affect positive change throughout the organization.

ACDIS: How can individual CDI professionals obtain leadership skills outside of obtaining a promotion into a management role? (i.e., being a local chapter leader, helping on pilot programs, providing physician education?)
Prescott: All of these suggestions are good. I encourage people wishing to grow in the area of management to self-educate, explore new avenues of CDI practice, volunteer for new projects or pilot programs, volunteer for committee assignments, ask to shadow at more mature programs etc. In other words, don’t stop learning and don’t turn down an experience that will assist in your professional growth. My philosophy is that “life begins on the edge of your comfort zone” so get out there and put yourself in an uncomfortable place and grow and learn.

Lastly, if you wish to grow your leadership skills, speak to your manager and ask him or her to assist you in finding opportunities.

ACDIS: The second day of the pre-conference session is really a case-study sharing experience, isn’t it? Can you describe some of the items that you’re looking forward to learning from your co-presenters?
Prescott: Case studies are the best way to learn and these ladies are the best of the best with years of experience. I hope they share both their success and perhaps some endeavors that did not work out so well. Their perspective is invaluable. I love to hear about the road blocks, the unanticipated surprises, and the ways they needed to problem solve to continue to innovate.