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12. May 2020
Ute Richter has been working at Bethesda Hospital for 13 years. We interviewed Ute to find out more about her career at Bethesda.
What made you decide to pursue a management career as a midwife?
After many years as a freelance midwife, I was looking for a new challenge. At that time (more than 13 years ago), I was attracted by an advert from Bethesda Hospital. I actually wanted to return to the organised processes of a hospital and applied for the position of qualified midwife. At the same time, they were looking for a head midwife. During the interview, I was asked whether I could imagine myself in the role of head midwife. I had already worked as a deputy manager for a while, so I knew what tasks and challenges I would be facing. I didn't have to think long and agreed. I liked the expected area of responsibility. I was not only to manage the team of midwives, but also the postnatal and gynaecology department and introduce integrative postnatal care. This automatically led to close collaboration between nursing and midwives. I found this challenge extremely exciting, took it on and have not regretted it to this day.
«An important field of activity is employee management and development. This involves recognising, managing and implementing business processes and interrelationships. This includes focussing on all aspects of the entire hospital ("end to end") as well as close, smooth cooperation with other disciplines.»
How do you experience your area of responsibility in terms of your competences?
As part of a management training programme, I was able to expand my skills and acquire the tools for leadership. In my case, the new skills I learnt were business management skills in relation to hospitals, as well as management and methods of efficient leadership. In addition to the newly acquired competences, it is an advantage that I already have a wealth of professional (midwife), personal (various midwifery environments, also working in a nursing home, freelance midwife, family) and business experience (self-employment as a freelance midwife). Here, too, it is of course important not to "stand still", but to continue to develop your skills and adapt to the changing environment.
«My role requires a good understanding of business management/finance, medical expertise and a good knowledge of hospital procedures and processes.»
In your opinion, what skills and competences are particularly important in order to achieve sustainable management success?
On the one hand, you need a good understanding of the business/financial necessities and opportunities as well as the processes in the hospital and medical expertise. This must then be implemented and organised together with the employees. This requires strategic thinking on the one hand and empathy, clear and open communication, the ability to strengthen and promote employees' skills and the ability to listen on the other. You should radiate team spirit and not just demand it.
What successes have you had in this role?
After I developed a coherent concept and business plan for an outpatient breastfeeding centre together with the team of breastfeeding consultants, we were able to open it successfully last year. We were able to do this thanks to the creativity (wealth of ideas, innovative thinking of all those involved), great motivation of everyone involved and a strong team spirit. We are now in a position to offer women structured help and support in this area.
«We take criticism from our patients and families very seriously and hold regular team meetings at which we discuss, analyse and advise on difficult patient situations. In this way, we pool the patient's perspective and the expertise of all employees and use it to make permanent improvements.»
Besides the economic aspects, what is your influence on excellent patient outcomes?
A lively exchange among team colleagues and motivation among each other (not just from me) are important. We take criticism from our patients and families very seriously and hold regular team meetings where we discuss, analyse and advise on difficult patient situations. This enables us to pool the patient's perspective and the expertise of all employees and use it to make permanent improvements. Visits to the patients are an important instrument for reacting early on to special features, praise or complaints.
«It is important to me that we take good care of the young women and men who have decided to become nurses and/or midwives during their time in our department - because they are our future»
What would you personally like to initiate and realise in the "Year of Nurses and Midwives"?
I am currently training to become a systemic coach. During this training, I have learnt a lot about myself and other people. I can and would like to integrate this experience into my tasks as a manager and into my daily work at the bedside. It is also important to me that we take good care of the young women and men who have decided to become nurses and/or midwives during their time in our department. They are our future. We want to integrate them into the community spirit of a nursing team, because only together are we strong and can make a difference. And we want them to realise that there are also exciting development opportunities in the course of their careers that will help them progress and make them want to develop and change.
Thank you for the interesting interview, Ute!