Cancer registrars need to be quick and agile to stay on top of the fast-paced

changes and complexity in healthcare. The markets we serve, physicians,

hospitals, reporting agencies and patients are radically changing and

becoming less predictable. Each are more interrelated and interconnected

than ever before. As a result, the thinking patterns and decision-making

processes we once used to manage our registries are becoming less applicable.

The cancer registrar’s success is not about working harder, or even

smarter, because we’re already doing that. And, it’s not about being

change agents, we’re doing that too. Instead, dealing with this complexity

involves making ourselves adaptable, flexible and quick to respond. We need

less strategic planning and more operational agility. Here’s how:

1. Visualize success. What will success look like? Having a clear picture

of what success willl look like will ensure the ability to focus, maintain

control and move in the right direction no matter what change or complexity

comes your way.

2. Challenge assumptions. Quite often our biggest enemies are our own

attitudes, beliefs and assumptions about our customers and markets we serve.

Constantly challenge your thoughts and look for others opinions to put your

thoughts in perspective. Ask a lot of "what if?" questions.

3. Embrace uncertainty. For decades we’ve talked about managing change.

Now that we’re getting good at it we need to stop managing it and start

creating it! By embracing uncertainty you accept that you will not always

have the answers you need and will open your mind to new possibilities and

solutions. You will need courage to make tough decisions without all the

data in hand. Uncertainty is the new "norm."

4. Get uncomfortable. Practice thinking differently and evaluating your

decision-making processes before implementing them. Seek ways to deliver

value that will change your business relationships and position you as the

cancer data expert.

5. Reinvent relationships. Collaborate with physicians, administrators and

staff in new and different ways. Invite them to participate in your cancer

registry's activities by integrating them into the process from the

beginning. Ask your customers what they need and develop processes that

serve their needs.

6. Develop dexterity. Structure your registry so you can quickly adjust to

unexpected events. Create laser focus and prioritize the work. Keep your

vision for success visible at all times by talking about it and physically

putting it in front of you, your team and your customers on a regular basis.

Develop the ability to move fast with focus and flexibility.

Oh, did I forget to mention that you have to do all this while being

informing, inspiring and engaging your team and organization in the process?

Cancer registry leadership is not easy and, in fact, it is going to be more

challenging than ever. But, when you do it right you will be more fulfilled

and achieve more success than ever before!