NYAPRS Note: Managing Care means Managing Change! This article below from our friends at Open Minds describes seven traits of a dynamic organization……traits that your team must adopt to be able to thrive in this fast paced- ever changing health care environment. Organizational needs and the changes that are driving them will be the theme of this year’s Executive Seminar which is only 2 weeks away on April 24th and April 25th. Registration is already over 250 people but there is still some room left for you.
Start the day with Dr. Jeffrey Brenner as we explore his groundbreaking ‘hotspotters’ innovation to address unmet healthcare and related needs in distressed communities and Dr. Peggy Swarbrick’s pioneering development of peer wellness coaching models and SAMHSA’s 8 Dimensions of Wellness, both of which have been changing the face of integrated care across our nation. Later in the day engage with our State panel, Deputy Secretary for Health Courtney Burke, Medicaid Director Jason Helgerson, OMH Commissioner Ann Marie Sullivan, OASAS Commissioner Arlene González-Sánchez and key implementation leaders DOH’s Greg Allen, OMH’s Bob Myers and OASAS’ Rob Kent.
Then, you can hear where some behavioral health, federally qualified health centers and health plans are in responding to the DSRIP initiative in a panel that will feature John Coppola, Executive Director, NY Association of Alcoholism & Substance Abuse Providers, Elizabeth Swain, President/Chief Executive Officer, Community Health Care Association of New York, Paul F. Macielak, President and CEO, NY Health Plan Association and Briana Gilmore, Director, Public Policy & Advocacy for NYAPRS that will be facilitated by Carolyn B. Kerr of Brown and Weinraub.
On Thursday evening, join us for an opportunity to build relationships with potential partners to further growth and expertise in the new health care delivery system at a special “meet and greet” with the Managed Care and Behavioral Health Organizations in your region. And on Friday Linda Rosenberg , CEO of the National Council will share her insights on leading through this transformative period. We wrap up the day with 2 panels of Managed Care representatives and CEO’s to engage with you on what our future might look like and how best to prepare to face it. Don’t miss this very timely, information packed program! See the full program and register today at https://rms.nyaprs.org/2014-executive-seminar/.
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The ‘Magnificent Seven’
“We know what to do, we just can’t get our team to do it.” That statement (in various forms) is all too common among executive teams following development of a new plan, signing a new contract, or developing a new service.
How to create a “dynamic” team? I thought the recent piece, Seven Things Great Employers Do (that Others Don’t), by authors Peter Flade, James Harter, and Jim Asplund in the Harvard Business Review, had some great lessons for executives who are trying to build a “change-able culture.” Here are their seven traits of dynamic organizations.
Ensure that basic requirements for the job are met � “When employees know what is expected of them, have what they need to do their jobs….they will commit to almost anything. Conversely, if these basic needs are not met, even the most exalted mission may not engage them.” It’s hard to get team members excited about the big picture if basic tools for performance – user-friendly technology, streamlined processes, good supervision – are not there (see Building Your Team’s Management Competencies: Assessment, Skill Building, & Succession Planningpremium members and Are You Just A Guy Taking A Walk?all members).
Expert HR functionality � “The best HR people have a gift for influencing, teaching, and holding executives accountable – this is important because many executives rise through the ranks despite not being very good managers….” In many fields, and in health and human services in particular, we find that just because someone is a good clinician, they are not necessarily a good manager (see Weeding Out the “Clinicians in Managers’ Clothing”all members and Clinicians As Managers, In An Integrated Settingall members).
A straightforward and decisive approach to performance management � “The companies…with the highest engagement levels know how to use recognition as a powerful incentive currency…Any action or inaction that doesn’t produce appropriate consequences adds to workplace disillusionment and corrodes commitment…” It’s not only measuring performance metrics – it’s the role of leaders to act on performance – both good and bad (see “Manage Things, Lead People”all members and Pay For The Performance You Wantall members).
Select and promote involved, curious leaders and managers focused on improvement � “Leaders of great workplaces don’t just talk about what they want to see in the management ranks – they model it and keep practicing to get better at it every day with their own teams….” Think in terms of “trickle down.” Energy, motivation, and best practices need to start at the top (see Managers Take Responsibilityall members and Managers Need to ‘Make The Mission The Boss’all members).
Trust, support and hold managers accountable � “Exemplary companies lavish support upon their managers, build their capability and resilience, and then hold them and their teams accountable for the micro-cultures they create….” Building a management team with the competencies needed for a new and more competitive health and human service environment is key (see For A Team Effort, First You Need The Teamall members and Fitting Management Team Development Into Your “Real Work”all members).
Never use the environment as an excuse � “The excuse we hear the most to explain away a lousy workplace is the state of the economy…The experience of the 32 exemplary companies we studied calls this rationalization into question…they have maintained their strong cultures…by being open, making changes swiftly, communicating constantly, and providing hope…” There is no good time for a hard decision, but management inaction is de-motivating. What teams need is a vision for the future – and a clear understanding of the path to get there – quickly (see Will Your Leader Limit Your Future?all members and Communicate Like A Leaderall members).
Recognize that engagement is not an end – it’s a means to great organizational performance � “As it becomes increasingly possible to measure and track engagement accurately, some companies start “managing to the metric….Great employers keep their eyes on the outcomes they need greater engagement to achieve.” In the marketplace, it is competitive organizational performance that creates competitive advantage. Engagement is a means to that end (see Embrace The Chaos With Servant Leadershipall members and 2010 OPEN MINDS Executive Leadership Institute – Relationship Between Leadership and Followershipall members).
For more, join me in September at our 2014 OPEN MINDS Executive Leadership Retreat. My colleagues John F. Talbot, Ph.D. and Steve Holoviak, Ph.D. will lead the session, Mindfulness In Management: How To Reenergize Your Team & Improve Performance.