Your Revenue Driver
September 23
2022 New Treatment Options, New Challenges
2021 Are You Transforming Or Adapting?
2020 Is Your Organization In The 17% Or The 9%—Or Somewhere In Between?
2019 It Takes Courage
2018 Oklahoma Medicaid Enters Value-Based Contract With Alkermes For Inj...
2017 You Can’t Ignore Those Online Reviews – But What Can You Do?
2016 Collaborations Demand ‘Proving Your Business Case’
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Permalink Reply by Paul Terlemezian on
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2014 Meaningful Use Audit Prep
If we were to be accountable for learning outcomes - then we should expect (and welcome) an audit - since this would allow us to validate our assertion of accountability.
Which of these suggestions make sense for us to do - even if we are not accountable for outcomes?
- "Assume you’ll be audited
- Handle audit promptly
- Take charge
- Avoid discrepancies
- Ensure EHR certification
- Documentation is key
- Complete a Security Risk Assessment"
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2015 The Executive Body Is Business Relevant
"To sustain high executive performance in the face of ever-increasing pressure and rapid change requires personal executive resilience that is not just mental but also encompasses physical and psychological dimensions. Jim Loehr and Tony Schwartz, in their Harvard Business Review article, The Making of a Corporate Athlete, described this as the executive performance pyramid – the physical, emotional, mental, and spiritual energy and capacity for the executive."
How do we assure the effectiveness of the the spiritual aspect of "the executive pyramid?"
Is it important to focus on the entire person? How do we assure that our people and services are prepared to do this?
Do we place too much emphasis on the mental aspect - and risk failure due to missing the physical, emotional and spiritual?
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2016 Collaborations Demand ‘Proving Your Business Case’
"What does it take to build and consistently succeed when building these collaborations? Ms. Clifford identified seven key attributes, the first six of which cluster around what I see as normal challenges organizations face when forming collaborations, regardless of specialty:
- Leading change
- Creating win-win partnerships
- Understand the different cultures and approaches to treatment
- Creative thinking and problem solving
- Facilitation and mediation skills
- Speaking the language of your partners
- Measure results and create a solid business case – this is the hard part"
Does this read like your job description? How do we maintain and adapt our skills? How do we objectively assure our success?
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2017 You Can’t Ignore Those Online Reviews – But What Can You Do?
- "Monitor online ratings and reviews
- Develop a “reputation management” strategy
- Manage your “response level”
- Enact a social media policy"
This applies to us in three ways:
1. For our department internally
2. To help other leaders do this for their departments internally
3. For our executives externally
What can we do to assure excellence in each of these?
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2018 Oklahoma Medicaid Enters Value-Based Contract With Alkermes For Inj...
"....Oklahoma Health Care Authority (OHCA) entered into a value-based purchasing agreement with Alkermes for the long-acting injectable antipsychotic ARISTADA® (aripiprazole lauroxil). ARISTADA is an FDA-approved, long-acting atypical antipsychotic that has a two-month dosing interval. The agreement is the first after OHCA announced on June 28, 2018, that it had received federal approval from the Centers for Medicare & Medicaid Services (CMS) of its state plan amendment (SPA) proposal to adopt value-based or outcomes-based contracts with pharmaceutical companies. The contracts will tie the net costs of medications to successful clinical . . . "
What evidence-based practices have received wide-spread recognition and adoption in our industry?
What practices would you like to have evidence to support?
What are you willing to do to assure the relevance and availability of that evidence?
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2019 It Takes Courage
Do you remember the first time you had to speak in public? What did you do to overcome the fear? I learned that I needed to be prepared. What does it mean to be prepared?
- Know your stuff
- Know your audience
- Expect the unexpected and embrace it as the opportunity to prove you know your stuff and the audience
The article talks about leading cultural change from above by:
- Having the data (know your stuff)
- Working with the board (know you audience)
- Working with middle management (expect the unexpected)
Do we have data - I do not think so - certainly not data the reliably connects learning to performance
Do we have access to the board?
Do we know how to help middle management.
The easy part of all of this is knowing "what to do!" (e.g. change the culture or managers need to be better coaches)
The hard part is deciding how to do it.
Even harder is doing it.
Apparently impossible to do - is proving that it worked and will work again....
What are we prepared to do differently? How? Are you committed? How will you prove it worked?
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2020 Is Your Organization In The 17% Or The 9%—Or Somewhere In Between?
At what point will we say with confidence that the pandemic is "behind us" and we are thriving?
Can we claim to be thriving if our company and client are not thriving?
Is the low success rate directly related to the failure to benefit from our services? How might we fix that?
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2021 Are You Transforming Or Adapting?
What is the difference?
How can we be sure to do both effectively? What transformation related to learning are you implementing?
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2022 New Treatment Options, New Challenges
Who helps us with the new challenges that we face? Are we responsible for healing ourselves?
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We used to motivate and reward employee loyalty with company sponsored retirement programs - oftentimes these included healthcare.
This has changed?
What has been the impact of the change?
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