building an all star team · boss vs. leaders the boss drives; the boss wants power; the boss...

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6/11/2019 1 Building An All Star Team! Chastity Werner, CMPE, RHIT, CRCR, NCP CEO, Nationwide Prescription Connections Independent Healthcare Consultant Learning Objectives Boss vs. leaders Leadership qualities Building your dream team Training Setting goals Measuring Celebrating successes 1 2

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6/11/2019

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Building An All Star Team!

Chastity Werner, CMPE, RHIT, CRCR, NCP

CEO, Nationwide Prescription Connections

Independent Healthcare Consultant

Learning Objectives

• Boss vs. leaders

• Leadership qualities

• Building your dream team

• Training

• Setting goals

• Measuring

• Celebrating successes

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Managers vs. leaders

•Estimated 75% quit their jobs and leave organizations are within the control of managers.•Honesty•Challenging work•Recognition

Boss vs. Leaders

Boss

Give orders

Implement plans

Manage individuals

Do things right

Organize work

Leaders

Empower people

Coach teams

Do the right things

Generate ideas

Develop people

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Boss vs. Leaders

Boss vs. leaders

• Leadership failures

– Takes credit for others work

– Selfish and rude

– Blames mistakes on others

– Tyrannical and cruel

– Self preservation is priority

– Threatened by competence 

– Dishonest or unfair

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Boss vs. leaders

The boss drives;The boss wants power;The boss creates fear;The boss says “I”; The boss places blame; The boss knows how; The boss uses people;The boss preaches;The boss takes credit;The boss commands;The boss says “Go”;

the leader coaches.the leader, good will.the leader builds pride.the leader says “We”.the leader solves the problem. the leader shows how.the leader serves others.the leader teaches.the leader gives credit.the leader asks.the leader say “Let’s go”.

‐ William J. Stewart, Author and Educator

Boss vs. leaders

• Characteristics of a leader

Takes responsibility/task 

oriented

Vigor/persistent in pursuit of goals

Self confident & sense of personal 

identity

Willingness to accept 

consequences of decisions & actions

Willingness to tolerate frustration 

and delay

Ability to influence other persons’ 

behavior

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Leadership Qualities

Ability& 

Enthusiasm

Stability& 

Self‐confidence Concern forothers

Persistence& 

Vitality

Charisma

Integrity

ABILITYThe leader must know the job‐ or invite loss of respect

EnthusiasmGenuine enthusiasm is an important trait of a good 

leader.

Self‐confidenceConfidence in one’s ability gives the leader inner 

strength to overcome difficult tasks.

StabilityA leader must understand her or his own world and how it relates to the world of others.

Concern for othersA leader must be sincerely & deeply concerned about the welfare of 

people.

Patience + Listening = Loyalty

Concern for othersDo you truly care about your 

employees as people, or do you view them more as tools to meet 

your goals?

PersistenceThe leader must have drive and determination to stick with difficult tasks until they 

are completed.

VitalityStrength and stamina are 

needed to fulfill the tasks of leadership.

CharismaA special personal quality that generates others’ 

interest and causes them to follow.

CharismaDo you possess a positive 

outlook and commitment in your demeanor that 

transforms followers to new levels of performance as well as personal loyalty to you?

IntegrityThe most important quality of 

leadership is integrity, understood as honesty, strength of character, & 

courage.

Leadership Qualities

Deal openly with everyone

Consider all points of view

Keep promises

Give responsibility

Listen to understand

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Building Your Dream Team

• What constitutes a good job?

– Variety and challenge

– Opportunity for decision making

– Feedback and learning

–Mutual support and respect

–Wholeness and meaning

– Room to grow

Building Your Dream Team

Job analysis

Job description

Job specifications

RecruitingSelection

Human resource planning

Employee training

Employee development

Career development

Performance management

Compensation

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Building Your Dream Team

• 5 reasons new hires fail

– Coachability 26%

– Emotional intelligence 23%

–Motivation 17%

– Temperament 15%

– Technical competence 11%

Reference: “Hiring for Attitude”’ by Mark Murphy

Building Your Dream Team

Resource:  Hiring for attitude     www.leadershipIQ.com/hiring

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Building Your Dream Team

Building Your Dream Team

• Scheduling

• Front Desk

• MA/Nurse

• Check‐Out

• Coder

• Biller

• Collection

• Physician

• Office Manager

• Executives

• Business Partners

• Vendors

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Building Your Dream Team

Human capital reflects the organization’s investment in attracting, retaining and motivating an effective workforce.

Building Your Dream Team

Sources of Recruiting% of Employers Using Source

Company websites 87%Internet job sites 82%In‐house referrals 78%Newspapers and magazines 73%Colleges and highschools 60%Professional/industry associations 58%Job fairs 55%Internships 52%Headhunters 52%Looking online for resumes 38%Radio/TV ads 11%

Resource: “Solving the Riddle of Recruiting & Retention,” HR Focus, (April 2008) p.1, 13‐15 

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Building Your Dream Team

• The interview process

– Review job descriptions & specifications

– Prepare structured set of questions

– Review the application form & resume

– Open the interview

Building Your Dream Team

• The interview process

– Ask questions ‐ listen carefully

– Take notes

– Close interview

–Write your evaluation with date

What is the most stressful situation you have had to 

deal with in a work environment, and how did 

you handle it?

Why do you think you would be a good fit for this 

organization?

What preparation did you do to prepare for this 

interview?

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Building Your Dream Team

• Interview questions ‐Beware

– Children

– Arrest history

– Religion

– Disabilities

Number of children?Vs.

What hours and days can you work?

Do you have any disabilities?Vs.

Can you perform the duties of the job you are applying for?

What is your maiden name?Vs.

Have you ever worked under a different name?

Building Your Dream Team

• Do my employees know how I judge and measure their performance?

• Do I provide and encourage individual development with training and educational programs?

• Do I trust my employees and rely upon their knowledge?

• Do I let employees make decisions?

• Do I have timely, accurate, open, two‐way communication with my employees?

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Building Your Dream Team

One‐way Communication

Employee does not want to offend leader

Employee becomes dependent upon the leader to make all 

decisions Employee becomes resentful of the leader

Building Your Dream Team

Two‐way communication

Stop talking Put the talker at ease

Hold your temper

Be patient Empathize with the person

Remove distractions

Show the person that you want to 

listen

Encourage clarification

Ask questions

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Building Your Dream Team

Building Your Dream Team

• Winners

– Is always part of the answer

– Always has a plan

– Says, “Let me learn to do it for myself.”

– Sees opportunity with every challenge

– Says, “Most everything is possible if I persist”

• Losers

– Is always part of the problem

– Always has an excuse

– Says, “I can’t do it, you do it for me.”

– Sees too much risk with every opportunity

– Says, “It’s too difficult, so I will resist”

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Building Your Dream Team

Exercise 2 

•Three characteristics of your best employees.•Three characteristics of your worst employees.•Over the past three years.

Setting Goals

1. Goals must align with the organization’s mission and strategy.

2. They must be clear and easy to understand.

3. They must be accepted and recognized as important by the employee.

4. Progress must be measurable.

5. Goals must be framed in time – clear beginning and end points.

6. They should be supported with rewards.

7. They should be challenging – but achievable.Resource: Ringmaster: 8 strategies for becoming a star performer in the midst of change, pp71

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Setting Goals

Resource: One Minute Managerhttp://www.kantakji.com/fiqh/files/manage/900.pdf

Setting Goals

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Setting Goals

Measuring

Resource: One Minute Managerhttp://www.kantakji.com/fiqh/files/manage/900.pdf

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Measuring

Establish performance standards 

with employees

Communicate expectations

Measure actual 

performance

Compare actual 

performance with 

standards

Discuss the appraisal with the employee

If necessary, initiate 

corrective action

Measuring

Resource: One Minute Manager http://www.kantakji.com/fiqh/files/manage/900.pdf

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Training

• The training process

– Assess training needs

– Set training objectives

– Plan training evaluation

– Develop training program

– Conduct training

– Evaluate training

–Modify training program based on evaluations

Training

• Empowerment

– Trust in people

– Invest in people

– Recognize accomplishments

– Decentralize decision making

– View work as a cooperative effort

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Celebrating Successes

• Reward performance

– Individual

– Team

• Be consistent

• Be predictable

• Be creative

Celebrating Successes

• Team meetings

–Weekly

–Agenda

–Meeting notes

–Follow through

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Celebrating Successes

– “The lowest level of performance by any employee, allowed to continue without corrective action, becomes the highest level of performance that can be required of any other employee in a similar position with the employer.”

Reference: Rosemarie Nelson, MGMA Healthcare ConsultantThe ROI of IT: Best Billing Practices

Be the Change!

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Questions?

Chastity Werner, CMPE, CRCR, RHIT, NCPIndependent Healthcare Consultant

CEO, Nationwide Prescription Connection [email protected]

314‐920‐7938

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