The human factor at the heart of change
Speaking during a panel talk on the future of laboratory leaders, Dr Kadria Sayed, Chief, Department of Pathology & Laboratory Medicine, Mayo Clinic Care Network, American Hospital, described the changing role of the laboratory and pathologists, who find themselves approached more by both physicians and patients seeking answers.
“The days of pathologists sitting all day long in the office, looking at slides, releasing reports without direct interaction with doctors, are coming to an end. Our role has become much bigger than that of a pathologist sitting at a microscope and chewing a report. Doctors come to me all the time, wanting to have new tests. It’s an educational process.
“In the future, we will be looking at consultative services, with patients seeing the pathologist to understand their report and talk about their case. It’s not just a pathology report; it comes with a package. Our presence is important for patient care. I see pathologists becoming not only more integrated in the hospital; they will have their own clinics.”
In agreement Dr Rita Tanios, Laboratory Director, Clinical Pathologist, Clemenceau Medical Center in Dubai, said: “The lab these days is an integrated part of the hospital. We are gathering information from doctors, and not only giving results.”
Dr Firas Al-Delfi, Chair, Pathology & Laboratory Medicine Department, Union 71, SEHA, praised the laboratory’s business model, while cautioning that the laboratory must continue to improve.
“Usually, we are at 1.5 to 2.5 per cent of total expenses, but we account for 50-60 per cent of total revenue. We need to get better and better. Consultations are a good example.
"We can achieve better volume, hopefully with a good turnaround time. But we should not lose our personalised approach towards employees, scientists and technologists. We must see it as the cornerstone of our success. “
In his talk on strategic laboratory leadership in a disruptive healthcare environment, Robert Michel, Editor in Chief, The Dark Report, spoke of a ‘Lab 2.0’ model in which labs deliver more value that is measured by improved patient outcomes and lower costs for care.
Under Lab 2.0 the lab can use data to help population health and personalise care. If the lab can demonstrate value, Michel said furthermore, it can go to the parent health system and document why it should be awarded more financial resources to make a valuable contribution.
According to Dr Ismail Bakhsh, Consultant Clinical Scientist at National Medical Care Co in Riyadh, joining a Q&A on Laboratory Management, a main challenge for laboratories today is that “change sometimes needs to be forced”.
“Laboratories may resist changes to standardisation, consolidation and centralisation, which are all required to maintain excellence,” he explained.
“The challenge is also cultural. Having support from the leadership is the key component here. Leadership teams need to advocate for the clients, which are the patients, while also providing a smooth experience for physicians. The lab staff only comes into this cycle towards the end. Change needs to start from the top.”
One of the most important factors in successfully navigating uncertainty is to be prepared, said Dr Patrick Godbey, founder and laboratory director at Southeastern Pathology Associates.
Speaking remotely from Brunswick, Georgia, U.S., Dr Godbey explained how benchmarking best practices helps keep labs in check, even in times of uncertainty.
“Pandemic preparedness comes from having the knowledge and support from worldwide experts. Accredited labs receive clear guidance on the verification and validation of their practices. The most significant changes you’ll see is in quality management and infection control,” he said. Laboratory leaders considered emotional intelligence, and how empathy towards colleagues and solidarity were key to navigating uncertainty.
According to Dr Sayed, the pandemic was a stressful challenge faced by all colleagues, from results to communication.
Speaking during a panel talk on the future of laboratory leaders, she revealed it was difficult for pathologists but that this also made the team more resilient.
“We stayed strong together as a family. While everyone was at home, we were still going to the lab. We came out stronger. Now whatever we face, it’s easy.”
While Dr Tanios, Laboratory Director, Clinical Pathologist, Clemenceau Medical Center in Dubai, highlighted the importance of empathetic leadership.
“We should put ourselves in our staff’s shoes and understand the challenges they are facing. We need give them motivation and make them feel at ease in whatever work they are doing.”