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September 9
2024 GPS For A Data-Driven Future
2023 The Interoperability Problem—For Specialists
2022 (An Article was not received on 9/9/22)
2021 Managing The 5%
2020 Right Now, Experience Alone Is Not Enough For Decisionmaking
2019 Getting A Non-Profit Board Ready For VBR
2018 California To Launch Self-Determination Program For Individuals Wit...
2017 Why Schizophrenia Remains ‘Top Of Mind’ At Health Plans
2016 Sharing Data With Your Team As Performance Management Best Practice
2015 Why It’s So Hard To Fill Those Executive Positions At Behavioral He...
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Permalink Reply by Paul Terlemezian on
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2014 Making Change Happen – From CEOs Who Have Been There
- Takeaway #1. Getting away from the regulatory mindset is tough – and needs deliberate action.
- Takeaway #2. It is easy in a time of financial pressure to lose the focus on consumers – which is the only focus that is a “true north” for long-term strategy.
- Takeaway #3. Strategy is as much about deciding what not to do, as deciding what to do.
- Takeaway #4. The role of the CEO is to make the decisions where there are no obvious answers.
Challenge #1 - how do you sustain the deliberate action when faced with daily pressures from regulators?
Challenge #2 - how do you assure this is the consistent focus - not just the focus when someone is looking or asking?
Challenge #3 - how do you make a decision that might require not doing what you like doing and deciding to do what you do not like to do?
Challenge #4 - how do you survive mistakes?
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2015 Why It’s So Hard To Fill Those Executive Positions At Behavioral He...
"There are five factors that make leadership recruitment complex:
- Hiring for mission
- Compensation inequities
- Lack of experience with finance
- Cultural dissonance
- Role of the board"
Our responsibility is to deal with these five factors and to prepare the leaders of our company to also deal with them. How do we deal with the following challenges?
1. Communicating and understanding our mission so that we can assure that the leader is the right fit?
2. Asking our leaders to influence and lead those whose compensation (and perceived value of time) may differ from ours?
3. Being functionally sound and yet not having the financial intuitiveness or discipline to manage complexity?
4. Managing across generations, internal sub-cultures, external cultures and existing perceptions?
5. Building an internal set of advisors (especially for a new-hire in a leadership role?)
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2016 Sharing Data With Your Team As Performance Management Best Practice
What are the risks associated with sharing data?
What can be done to mitigate these risks?
Are we prepared to manage our business this way? And also teach others how to manage their lines of business this way?
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2017 Why Schizophrenia Remains ‘Top Of Mind’ At Health Plans
How can we structure work and management of work to be more than - "work as hard as possible today then - go home exhausted - but don't kick the dog and then return tomorrow for more of the same and realize how well off you are because it is better than working for a company about to go bankrupt." I did not make up this quote - I heard it first hand from an executive who I believe was trying to motivate his employees.
Is this uncommon?
What is our role in preventing it from being the words we live (even if we do not speak them) and how can we help our companies operate differently?
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2018 California To Launch Self-Determination Program For Individuals Wit...
Here is a definition of "Self-Determination" https://en.wikipedia.org/wiki/Self-determination_theory
It is perhaps quite contradictory to a 20th century industrial era assembly line leadership style. It may also be contradictory in a highly regulated-security conscious high risk arena - such as health, finance or transportation - what about education or learning or leadership?
And what about education, learning and leadership in highly regulated arenas?
What are the long term (or perhaps short term) consequences of forcing humans to abandon self-determination between the hours of 9 to 5 (or longer depending on the color of their collar?)
What is the L&D role for our own team as well as our company?
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2019 Getting A Non-Profit Board Ready For VBR
How do you know if you have an effective "board" -whether formal or informal?
How do you make changes if it is not effective?
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2020 Right Now, Experience Alone Is Not Enough For Decisionmaking
Is data more important than experience when it comes to the effectiveness of decisions?
Where is "relationship" in the hierarchy of experience, data, relationship?
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2021 Managing The 5%
Where do we see the most impact to our business - the 5% that perform the best or the 5% that perform the worst?
How do we assure the direction that is chosen by the 90%?
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2023 The Interoperability Problem—For Specialists
What do you prefer - a doctor to consider everything about you when caring for you - or just the matter at hand?
What do you prefer from your manager, educator, friends, mentors?
Who fills in the "blanks?"
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2024 GPS For A Data-Driven Future
What has the GPS done to alter your driving habits?
Has it saved you time and money?
What have you done with this time and money?
What innovation might alter your performance habits regarding the way you lead or manage or sell or learn or ???
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