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Tag Archives: Leadership
Four ways demand for healthcare data will grow in 2017
The New Year presents challenges on many fronts, including questions surrounding how President-elect Donald Trump will change healthcare policy. Yet, “repeal and replace” or “replace and improve” activities on The Hill, though not “business as usual,” won’t necessarily slow down data-driven focus areas in healthcare that will continue in 2017.
Here are four key ways demand for data will grow in the year ahead:
1. Increased demand for insight into discharge gaps, risks and exposures.
As delivery and payment models continue placing risk within the care setting, increased insight into the member’s (the patient’s) likelihood of adherence or compliance is critical in evaluating expected outcomes and coordination of care post-discharge. Socioeconomic data surrounding the patient and their caregiver can complete the picture of their expected behavior.
2. Maximizing identity management capabilities.
Identity insight and management solutions will be critical to ensure the right approach for the right member but, more importantly, to securely house and validate identity data. While a national patient identifier may become closer to reality at some point, for now, identity management techniques can be critical to ensuring all operational processes and players within the care payment and delivery setting can link the right information for each individual.
3. Integration of health-tracking wearables into care analytics.
The market for wearable fitness and health devices has grown exponentially. Integration of health tracking wearables into the care analytic systems creates opportunities for using wearable metrics as a basis for member rewards but also in risk scoring for compliance augmentation for new targets, for member engagement, and for prediction of medical complications or improvement.
4. Evaluation of provider performance.
While the release of MACRA benchmarks has gotten considerable attention the past month, it is really only a beginning. Commercial plans have attempted various P4P approaches over the years with one missing ingredient, now shared with MACRA: Insight into patient profiles and behaviors and their influence and impact on ultimate outcomes. Socioeconomic data augmenting existing measurement sources can serve a critical role in tiering performance measures with patient make-up to arrive at a more mutually accepted performance structure.
Healthcare organizations and payers should reach out to new data sources, augment their thinking with them, and redefine how their day is focused on insights into their most valuable player: the customer, the member and the patient.
Top 2017 challenges healthcare executives face
Working as a managed care executive in today’s healthcare environment is a demanding role. According to Managed Healthcare Executive’s 2016 State of the Industry Survey, challenges abound. Government requirements and mandates, such as implementing value-based reimbursement, are difficult to meet. Meanwhile, employing new technologies, such as electronic health records and data analytics, is no easy task. Pharmaceutical costs continue to rise dramatically, burdening the entire system.
The survey findings, based on 160 responses, show the biggest challenges that executives at health systems, health plans, pharmacy benefit organizations, and more anticipate next year. Here’s a closer look at the survey results, and what industry experts say organizations can do to overcome them.
IN NEARLY 25% OF BUSINESSES LEADERS BELIEVE 30%-50% OF EMPLOYEES AVOID RESPONSIBILITY*
In nearly 25% of Businesses Leaders Believe 30%-50% of Employees Avoid Responsibility*
3 surprising steps toward accountable leadership*:
#1. See yourself through your own eyes.
Growth begins when you see yourself, not until. Leaders who lack self awareness believe others need to change, they don’t. A sure sign that you’re out of touch is expecting others to take responsibility while letting yourself off the hook.
Lack of self awareness results in blaming behaviors. Blame creates frustration, because you wrongly believe others are the solution to issues you should address.
#2. See yourself through the eyes of others.
Leaders develop when they appreciate the impact of their behaviors on others.
#3. Meet the standards of others.
- Own mistakes and commit to make them right.
- Provide credible performance in the eyes of others.
Sean said, “We tend to meet standards that we think are important. What we have to remember is that we are credible in other people’s eyes. … Seek out, understand, and try to meet the standards of others.”
To the Top: How 2 Senior Healthcare Leaders Advanced Their Careers
Today we are revisiting two fascinating interview segments in which the featured leaders talk about their careers and how they made it to the top in the healthcare industry.
In the first segment, hospital president Traci Bernard describes her mindset when it came to advancing her career:
“I started out in nursing and loved nursing, but I like to make change; I like to be a part of change, I like to drive change. And with that passion and the willingness to take risks and embrace fear, every time someone would ask if I’d like to try something different, I thought ‘Why not?’ So I would try something different and take on a new challenge. And that challenge opened another door, which opened another door.”
Eventually, Bernard’s efforts opened enough doors to lead her to Texas Health Harris Methodist Hospital in Southlake, Texas, where she has served as president since 2005.
In the second segment, Chris Van Gorder talks about his own unconventional rise through the ranks of the healthcare industry. After several odd jobs as a teenager, Van Gorder started working as a clerk in an emergency room. He had no particular career aspirations, but quickly fell in love with healthcare. Little did he know that he was just beginning a remarkable career that would eventually lead him to the top as the president & CEO of Scripps Health in San Diego, California, where he has served since 1999.
To watch these two excellent interview segments, click below!
Chris Van Gorder on 3 major themes of front-line leadership
In today’s video segment, Chris Van Gorder talks about the 3 major themes of what he calls front-line leadership—the focus of his book, The Front-Line Leader: Building a High-Performance Organization from the Ground Up.
Chris Van Gorder, president and CEO of Scripps health discusses the following three themes featured in his book.
- Get out of the office – “I’ve got to find a way to connect to that if I am going to make good leadership decisions down the road.”
- Take care of your people – Be mindful of your people and provide support when needed.
- Hold people accountable – “I believe in fierce accountability.”
AHL founder and CEO Dan Nielsen ends by encouraging viewers to get the book and study it! Use the resources that have been provided to become a better leader.
To view the complete segment, click below:
Geoff Brenner & Eric Barber on Staying Inspired
http://blog.americashealthcareleaders.com/geoff-brenner-eric-barber-on-staying-inspired/
Inspiration can come from many places. In today’s segments, two leaders discuss what inspires them and keeps them moving forward. Whether it’s your family back home or the mission under which you labor at work, inspiration leads to transformation.
In the first segment AHL founder and CEO Dan Nielsen asks, “How do you ‘fill the well?’ How do you maintain your inspiration?” Eric Barber, CEO of Mary Lanning Healthcare, responds,
“Personally, it’s all about my wife and my children and spending time with them… Professionally speaking, it’s almost automatic.”
Barber goes on to explain that he continually talks with those in charge of patient liaisons and hears different stories of what is happening around the hospital, keeping the patient at the center. These success stories continually remind him why he does what he does.
In the second segment, Geoff Brenner, president of TPC, discusses how “selflessness” and the people who possess this trait truly inspire him.
“I think selflessness is just an amazingly inspirational thing, and it’s rare.”
To watch these featured segments, click below.
Cartoon – Key to Leadership
Cartoon – The Glue that Binds
Successful Supervisor Part 13 – Emotional Intelligence
I believe the skill of Emotional Intelligence is the single most significant discriminator between highly successful supervisors and those who struggle.
While Emotional Intelligence (called EI for short) is of critical importance at all levels of management, it is essential for supervisors who have to juggle the needs of first line employees simultaneously with those of upper level managers.
First we will explore what EI is and why it is critical, and then I will describe the process of how any supervisor can gain higher EI.
While the first recording of the phrase Emotional Intelligence was by Michael Beldoch in 1964, the concept was popularized by Daniel Goleman in his book Emotional Intelligence published in 1995.
Goleman hypothesized four quadrants of Emotional Intelligence as follows:
1. Self Awareness – Ability to recognize your own emotions
2. Self Management – Ability to manage your emotions into helpful behavior
3. Social Awareness – Ability to understand emotions in others
4. Relationship Management – Ability to manage interactions successfully
HENRY KOTULA 