Fall 2024 Issue

Leadership Rules
By Susan Chapman, MA, MFA, PGYT
For The Record
Vol. 36 No. 4 P. 12

Top Strategies and Skills for HIM Leaders

HIM continues to evolve, especially as technological advances like artificial intelligence (AI) are rapidly infiltrating health care. As the health care industry experiences this unprecedented transformation, HIM leaders offer their perspectives on the top leadership skills and strategies they consider crucial in the field today.

Adaptability and Change Management
Adaptability and change management are essential in HIM. Navigating the brisk changes in the field demands a forward-thinking mindset, continuous learning, and strategic implementation of new technologies to enhance efficiency and improve outcomes.

Highlighting the critical need to adapt to health care regulations and changing technology, Tami McMasters Gomez, director of coding and clinical documentation integrity (CDI) services, HIM division, patient services at University of California, Davis, believes that knowledge of AI and automation are among the skills required to guide teams through critical transitions. Megan Pruente, MPH, RHIA, vice president of industry relations and strategy for Harris Data Integrity Solutions, advocates for education in order for leaders to garner those skills. “Things in health care and in technology in general are changing so quickly and, if we’re not continuing to learn, grow, and stretch, then we’re falling behind,” she says. “Leaders in this field need continuous professional development and a proactive approach in order to stay informed.”

Megan DeVoe, CCS, vice president of strategy, coding, and CDI services at AGS Health, emphasizes the importance of not fearing technology and instead encourages leaders to become advocates within organizations to secure technical support and implement processes that regularly review and incorporate updates. “We need to have processes and procedures where at a quarterly or yearly cadence, we’re looking at updates and new functionality and keeping ahead of those trends,” she says. “It takes a little bit of time to set up your processes and get organized on the front end, but you reap the benefits of that on the back end.”

As AI becomes ubiquitous in the health care industry, both Heather Greene, RHIA, CPC, CPMA, CIC, CDIP, inpatient education specialist at AAPC, and health information strategist Julie Pursley call for the careful integration of AI to ensure its benefits without causing harm to patients. Like McMasters Gomez and Pruente, Pursley stresses the need for education. “Embracing and encouraging the use of AI and emerging technologies is essential. We have to educate ourselves on the latest advances and how they’re being used in our organization.”

Lifelong Learning
Given that the HIM field is undergoing a technological sea change, lifelong learning, always an important component of career advancement, is now more critical than ever. “I have always been in love with learning, and I encourage everyone in the field to continue their education,” Pruente says. “Falling in love with learning or being OK with not being an expert in certain areas but being willing to learn and grow, that’s the number one thing that’s helped me in my career.”

“Technology” DeVoe adds, “is evolving so fast, and there’s such a hyperfocus on security that people have to continue to learn how best to protect our patient’s data.”

Gomez agrees that staying updated with industry trends and providing continuous education to teams as technology evolves is vital. “We have to have a willingness to stay updated with industry trends and give our teams the education and technical advances they need to be on the cutting edge. That can be accomplished through continuous learning and providing mandatory education to all coding and CDI teams.”

Greene notes that HIM professionals specifically need to know how to interact and work with AI safely. She urges professionals to seek formal education to learn how to appropriately prompt and use this technology.

Like Greene, Pursley believes that educating oneself about the latest technological advances and ensuring ethical use and governance of AI within organizations are vital. However, she also advises HIM professionals to expand their knowledge beyond technology and passed their area of expertise while maintaining ethical standards. “Broaden your knowledge beyond your particular subject matter; if you are a leader in coding, get outside that bubble and see what’s happening beyond it.”

Technological Proficiency
A corollary of education is technological proficiency, another critical component in HIM. Pursley highlights the complexities of AI, including the importance of knowing how to use prompts correctly in order to derive the appropriate information. “Using AI effectively requires learning a great deal. The information produced is only as good as the quality source and how the question or scenario is framed.” Greene adds, “We have to learn how to integrate these tools but still make sure that we’re the ones in control of how they’re working.”

Pruente points to the efficiency gains AI can offer. “The artificial intelligence our team uses is ChatGPT, a free resource, to get more administrative tasks done faster so we can focus on what truly matters.” In addition, she says, “Especially when it comes to generative AI, we have to become familiar with the power of those tools and how to use them at work, which can make us so much more efficient.” McMasters Gomez agrees that by allowing automation to handle administrative work, an organization can improve efficiency and potentially enhance revenue outcomes.

While the latest technological advances can yield many positive outcomes, DeVoe points out the complexity of integrating multiple software systems. “The average hospital system uses about 22 different types of software that all have to interface with each other,” she explains. “Therefore, we have to look at our processes and check for things like if our software is configured correctly, are our workflows working for our teams, are there barriers in our electronic health record, and are there integrations that are not turned on. Mastery of those technological tools and systems is essential for driving efficiency and effectiveness in HIM.”

Strategic Thinking and Problem-Solving
Strategic thinking and problem-solving are also essential skills, requiring leaders to navigate complex challenges and align their initiatives with broader organizational goals. By combining a deep understanding of technology, a strategic alignment with goals, and a detailed approach to problem-solving, HIM professionals can effectively address and maneuver through the field’s intricacies. Such a holistic approach not only enhances efficiency but also ensures that innovations and solutions are sustainable and aligned with the organization’s long-term vision.

To that end, McMasters Gomez believes that “HIM professionals need to highlight where their challenges are in any HIM process and develop innovative solutions. This strategic alignment ensures that efforts are not only effective but also contribute to the overarching mission of the organization.”

Greene stresses the importance of meticulous planning when incorporating new technology into work processes. “HIM professionals have to think of all the details when using technologies like AI,” she says. “Understanding what we’re asking and how it impacts outcomes is crucial.”

Contextual awareness and big-picture thinking are especially important to Pruente, particularly when mentoring newcomers in the field. “Whenever I have students or am mentoring somebody new,” she says, “I stress the value of being aware of not just what’s in front of you on a given day but why it’s important and how it’s connected to the overall big picture in health care. This encourages strategic thinking by ensuring that day-to-day tasks are viewed within the context of their broader impact on health care outcomes.”

Data Management Expertise
Expertise in managing and utilizing health data to improve clinical care outcomes and operational efficiency is another important factor in HIM. Greene stresses the ongoing need for human intervention when it comes to technologies like AI. “Data management starts with accurate and accessible health information, which is crucial for clinical care outcomes and operational efficiency,” she says. “AI can handle some tasks, but we still need human review to ensure accuracy in coding and reimbursement.”

“We are in a very interesting place in our industry today,” Pursley adds. “We’ve got a lot of disruption—staffing challenges, cybersecurity breaches, and technology malfunctions, for example. So, those foundations of quality control and data integrity never will go out style. We have to have a human in the loop who can understand the broader scope.”

Delegation and Team Empowerment
In HIM, effective delegation and team empowerment help optimize workflow, enhance productivity, and empower teams. One way to do this, according to McMasters Gomez, is to encourage HIM leaders to reallocate staff to tasks that are beyond their current capabilities. “We need to recognize the various skill sets people have and make sure that we take full advantage of using individuals in roles that best suit their abilities,” she advises. “We always want to maintain a professional environment that also paves a pathway for growth, recognizing people’s unique skills that they may not even realize they have. This strategic allocation ensures that team members are utilized where they can be most effective, fostering both personal growth and organizational efficiency.”

DeVoe adds that effective delegation is not just about assigning tasks but about empowering team members to expand their skill sets. She notes, “Being able to delegate those tasks to your team members and giving them opportunities outside of their traditional roles to expand their skill sets build loyalty.” DeVoe also highlights the importance of recognizing individual strengths, describing delegation as an art form that plays to team members’ talents.

Pruente underscores the value of collective knowledge and collaboration within teams. “We spend a lot of time in our weekly stand-up calls just talking about what’s going on in the industry—what have we learned this week,” she says. “It’s also important to understand one’s limitations and know whom to approach for specific expertise. We don’t have to be the one that knows all things, but it’s important to know where your limitations end and then whom to go to. We want to pull in the right people.”

Because AI can now handle many administrative tasks that in the past were manual and tedious, skilled staff are now able to focus on more complex work. Greene asserts, “Even though we still have to ensure that we’re the ones in control of how AI tools are working and integrate them effectively into our work processes, that integration of AI not only streamlines operations but also empowers team members to engage in more meaningful and challenging tasks. This can enhance overall job satisfaction.”

Pursley believes it’s important for HIM leaders to bring their teams together effectively. “HIM can bridge gaps between departments and different functions, advocating for the integration of people, processes, and technology. So, we need to be known as the people, process, and technology connectors, the ones who can bring all of it together,” she says. “And we shouldn’t be afraid to ask the hard questions. We should always ask why. Being curious and open to different viewpoints is crucial for everyone’s improvement.”

Effective Communication
Effective communication helps bridge the gaps between various stakeholders and ensure smooth operations, especially in complex health care environments. Pruente notes that HIM leaders can become that bridge between people on the front end and those who are managing or creating systems in health care. “This intermediary role is crucial for ensuring that the technical aspects of health information systems align with clinical needs and operational goals,” she says.

DeVoe notes that the growing complexity in HIM due to large-scale mergers means that HIM directors now find themselves dealing with situations that can bring numerous departments into one. “In such scenarios, maintaining a good communication flow is incredibly important, especially in the virtual world,” she explains. “Effective communication helps manage these transitions efficiently and ensures that all stakeholders are on the same page.”

Strong communication also helps guarantee that interdisciplinary teams have access to the information they need to make informed decisions. Greene notes, “Multidisciplinary teams need to break down silos and communicate effectively to bring synergy and success.”

A collaborative environment is fostered by an organization’s leaders so that departments can work together for common goals, Pursley believes. “Effective communication between departments is crucial for handling denials and improving processes. By fostering an environment of open and effective communication, HIM leaders can enable their teams to work together seamlessly, ultimately improving patient care and efficiency,” she states.

Ethical Leadership
The experts note that ethical leadership is a vital skill for HIM. McMasters Gomez believes HIM leaders need to be committed to upholding ethical standards when handling sensitive information. “We have to ensure compliance with all regulatory guidelines, whether it’s coding and billing, documentation integrity, HIPAA, or providing fair hiring practices around DEI [diversity, equity, and inclusion],” she says.

While using technologies such as AI responsibly also emerges as a common theme, commitment to patient care continues to be paramount. “Everything we do as HIM leaders is important for our patients because it impacts them,” DeVoe emphasizes. “The level of responsibility that an HIM director or HIM professional takes on themselves ultimately focuses on managing the risk to the patients.”

Self-Care and Life-Work Balance
While many of the points the experts offer focus on teams and technology, DeVoe believes that there are other, sometimes forgotten, strategies and skills for HIM leaders that are equally important: self-care and life-work balance. “People in our industry take on too much,” she observes. “Burnout is real. Therefore, I encourage HIM professionals to take care of themselves. So often, we’re very driven to do everything. It’s OK to work the occasional night or weekend, but we can’t do it all. The work will never be done. It’s important to recognize that and take the time to recharge, which will benefit us and help us continue to make positive impacts in the field.”

— Susan Chapman, MA, MFA, PGYT, is a Los Angeles–based freelance writer and editor.