How to build execution into your new strategy

http://www.fiercehealthcare.com/hospitals/hospital-impact-how-to-build-execution-into-your-new-strategy?utm_medium=nl&utm_source=internal&mrkid=959610&mkt_tok=eyJpIjoiTnpKak5USm1NekpoT0dGayIsInQiOiJHcW9xZ2F6Uk04aEdTSm90bVwvbnI5OUszR1R1bzcrdlZrUUJDMDh0S1RqSWZWRU9lcUhcL1c4cjcwZUFMTng5STluMGV3SVJiNlJnWDFiTm1qSDArenRqdCtQVVg0VkRHVnNYZ3ZwSExleHhzPSJ9

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One of the many challenges facing today’s healthcare strategists involves convincing the C-suite and leadership teams, as well as the entire organization, to implement a new strategy. Even when the new idea is supported by abundant data and there are excellent reasons to embrace the strategy, far too often change is a hard sell, and even harder to make happen.

In fact, change is painful, not only for organizations but also for the individuals working within them. Choosing a new direction, moving into new markets, altering processes in order to embrace MACRA or shifting to value-payment models may all be necessary–but very challenging to implement. Many times, people prefer to stay wedded to old ideas and prior strategic directions.

Big-name hospitals often fail to prevent C. diff infections

http://www.fiercehealthcare.com/hospitals/report-c-diff-infections-continue-to-be-a-struggle-for-big-name-medical-centers?utm_medium=nl&utm_source=internal&mrkid=959610&mkt_tok=eyJpIjoiTVdZNE9UbGtZemxtTXpBMCIsInQiOiJVS01rMXhPNVNhS1c0V2JKaE53TSthTHg0dWFnaXVtcUtXeEZlK0VqQTk3SFBNTG01aEJpVVN0aFhqRDZ5cmFGYitGUmtrZHV0K0JGMHBcL2twN2RBeUpSSk5MaW5vS0NcL25JQTk3T2FFTUhrPSJ9

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Some of the most well-known hospitals in the nation rank among the worst in preventing deadly Clostridium difficile infections, according to a new Consumer Reports analysis.

The publication analyzed C. diff infections at hospitals across the country, based on data reported to the Centers for Disease Control and Prevention between 2014 and 2015. It found well-known teaching hospitals like the Cleveland Clinic, Baylor University Medical Center in Dallas, Brigham and Women’s Hospital in Boston and Cedars-Sinai Medical Center in Los Angeles had the lowest or second-lowest ranking, indicators that these hospitals fall short against the national benchmark to control such infections.

“Teaching hospitals are supposed to be places where we identify the best practices and put them to work,” Lisa McGiffert, director of Consumer Reports‘ Safe Patient Project, said in an announcement of the findings. “But even they seem to be struggling against this infection.”

The report analyzed data from more than 3,100 U.S. hospitals and found that more than a third received a low score for C. diff infection control.

Only two large teaching hospitals, Mount Sinai Medical Center in Miami Beach, Florida and Maimonides Medical Center in Brooklyn, New York, earned top marks from Consumer Reportson controlling C. diff.

Make room for lawyers at the hospital C-suite table

http://www.fiercehealthcare.com/hospitals/lawyers-increasingly-play-a-role-health-system-c-suites?utm_medium=nl&utm_source=internal&mrkid=959610&mkt_tok=eyJpIjoiTVdZNE9UbGtZemxtTXpBMCIsInQiOiJVS01rMXhPNVNhS1c0V2JKaE53TSthTHg0dWFnaXVtcUtXeEZlK0VqQTk3SFBNTG01aEJpVVN0aFhqRDZ5cmFGYitGUmtrZHV0K0JGMHBcL2twN2RBeUpSSk5MaW5vS0NcL25JQTk3T2FFTUhrPSJ9

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http://www.beckershospitalreview.com/legal-regulatory-issues/lawyers-the-new-player-emerging-in-the-health-system-c-suite.html

As payment models shift and other industry changes shine a spotlight on regulatory concerns, it’s becoming more and more common for hospitals and health systems to use in-house attorneys.

These legal experts are becoming a C-suite mainstay, too, according to an article from Becker’s Hospital Review, as roles like chief legal officer gain importance.

“Gone are the days where CEOs could afford to say, ‘I hate lawyers,’ or, ‘I don’t want to deal with lawyers,'” Werner Boel, principal and practice leader of legal services at executive search firm Witt/Kieffer, told Becker’s.

Though smaller hospitals may not be able to afford an in-house team, many larger systems are investing in a group of attorneys. Having on-site legal advice beyond general counsel, for example, can help hospitals navigate mergers and increased oversight from institutions such as the Centers for Medicare & Medicaid Services related to privacy and anti-kickback laws, Boel told Becker’s.

Boel emphasized the need for a true team, according to the article, as having a group of lawyers with diverse regulatory knowledge is key to helping hospitals weather any number of storms. Other executives must also be open to the legal team’s advice, and must actively engage with them on legal matters, Boel said.

A knowledge of regulatory matters can also benefit the executive team, according to the article, as roles like compliance officer and even CEO are increasingly filled by people with a legal background. These leaders have the right mix of experience to help guide change in hospitals under the constraints of healthcare reform, Boel said.

Cultural Meltdown: When Values Don’t Match Workers’ Day-to-Day Reality

http://fistfuloftalent.com/2016/09/cultural-meltdown-values-dont-match-workers-day-day-reality.html?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+FistfulOfTalent+%28Fistful+of+Talent%29

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A complete disconnect on values

The problem was that bank employees were pushed to sell products and services to customers whether they wanted them or not, in violation of the company’s stated values, and often this meant opening up accounts and issuing credit cards without customers knowing about it.

And to add insult to injury, even employees who called the company’s ethics hotline that was set up to report issues just like this one were fired for doing so.

Yes, Wells Fargo’s stated company values are 180 degrees opposite of what employees were actually told to do.

If you look at Wells Fargo’s statement of values, it all sounds pretty good:

Our values should guide every conversation, decision, and interaction. Our values should anchor every product and service we provide and every channel we operate. If we can’t link what we do to one of our values, we should ask ourselves why we’re doing it. It’s that simple.

All team members should know our values so well that if our policy manuals didn’t exist, we would still make decisions based on our common understanding of our culture and what we stand for. Corporate America is littered with the debris of companies that crafted lofty values on paper but, when put to the test, failed to live by them. We believe in values lived, not phrases memorized. If we had to choose, we’d rather have a team member who lives by our values than one who just memorizes them.

We have five primary values that are based on our vision and provide the foundation for everything we do:

  • People as a competitive advantage
  • Ethics
  • What’s right for customers
  • Diversity and inclusion
  • Leadership

Those values sound good, but in the case of Wells Fargo, they were total BS.

THE REAL FOCUS OF SUCCESSFUL LEADERS

https://leadershipfreak.wordpress.com/2016/09/23/the-real-focus-of-successful-leaders/

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Successful leaders choose goals within their control:

  1. Effort.
  2. Focus.
  3. Direction.
  4. Words.
  5. Planning.
  6. Commitments.
  7. Behaviors.

Is Our Ethics Who We Are Or What We Do?

Is Our Ethics Who We Are Or What We Do?

This week’s question is about what defines our ethics – “Is our ethics based on who we are or what we do?” Some people would argue that we have a persona, a manner, that is either ethical or not. Others would say that it is our decisions and actions that define how ethical we are, and therefore our ethicality changes from moment to moment.

Instead of trying to decide which perspective is right, we would be well advised to take our lead from Aristotle. He conveyed in his famous quote “we are what we repeatedly do” that our ethical persona and actions cannot be separated.

ONLY 49% OF ALL EMPLOYEES HAVE A GREAT DEAL OF TRUST IN THEIR BOSS

https://leadershipfreak.wordpress.com/2016/09/22/only-49-of-all-employees-have-a-great-deal-of-trust-in-their-boss/

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EY released Global Generations 3.0 research that found less than half of full-time workers surveyed globally between the ages of 19-68, place a “great deal of trust” in their employer, boss, or colleagues.

“Without trust, at best you get compliance.” Jesse Stoner

The Supremacy of Trust: Reflections on Combat Leadership During the Iraq Surge

https://thesixelement.wordpress.com/2016/09/22/the-supremacy-of-trust-reflections-on-combat-leadership-during-the-iraq-surge/

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The impact of this single training event is scarcely describable. Tough, realistic, and brutally difficult, the platoon evaluations brought every Soldier in the company to the brink of physical and psychological exhaustion, a point where further exertion seemed impossible. Yet throughout, despite the physical difficulty of the training, the men sustained one another. They carried one another’s loads, bandaged each other’s feet, shared their meals in dogged silence, and carried on. Having survived the ordeal, they realized with quiet satisfaction that they were elite, that they had achieved something together that individually none would have contemplated attempting. The experience of shared hardship united leaders and led in an indissoluble bond of trust. It was there, in March 2006, that Baker Company became the cohesive team that would fight and prevail on the battlegrounds of Iraq.”

Click to access mission-command-in-the-21st-century.pdf

Corporate Executives Are Making Way More Money Than Anybody Reports

http://www.theatlantic.com/business/archive/2016/09/executives-making-way-more-than-reported/499850/?utm_source=Sailthru&utm_medium=email&utm_campaign=Newsletter%20Weekly%20Roundup:%20Healthcare%20Dive%2009-17-2016&utm_term=Healthcare%20Dive%20Weekender

There are two methods for measuring compensation. One appears everywhere. The other is correct.

Through stock buybacks of this magnitude, executives effectively participate in the looting of the corporations they run.