Bren Manaugh, MSW, LCSW, CPHQ VP, Adult Behavioral Health Center for Health Care Services.
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Transcript of Bren Manaugh, MSW, LCSW, CPHQ VP, Adult Behavioral Health Center for Health Care Services.
Leveraging Opportunities with Organizational Change
Bren Manaugh, MSW, LCSW, CPHQVP, Adult Behavioral HealthCenter for Health Care Services
Change is Always a Challenge…
And not usually welcomed; Nobody really looks forward to change except a wet baby…
But Change is Full of Opportunities!
…if we think about change as a means to reach our goals rather than as a burden or barrier;
It’s all about attitudeChange is possible if we have the desire and
commitment to make it happenM. Gandhi
and willJust do it.
Nike
Roadrunner vs. Coyote
Health Care Reform and other shifts in the environment of health care delivery present a radical paradigm shift for community mental health care.
Is your organization the Roadrunner or the Coyote?
Strategic Direction and Framework
“Hope” is not a plan
“Soon” is not a timeline
Triple Aim Framework
IOM Report Dimensions for Improvement: Safe – as safe in health care as in our homes Effective – matching care to science; avoiding
overuse of ineffective care and underuse of effective care
Patient-centered – honoring the individual, and respecting choice
Timely – less waiting for both patients and those who give care
Efficient – reducing waste Equitable – closing racial and ethnic gaps in health
status
CMS’ Triple Aim
better care for individuals, The Patient Experience
better health for populations, Effectiveness
and lower growth in expenditures for Medicare, Medicaid, and Children’s Health Insurance Program (CHIP) beneficiaries Efficiency
CHCS Adult Behavioral Health Division Empowerment and Accountability
CHCS Reorganization: Flattened organization structure
Culture Change – Impact of, and on, Systems and People
“Strengths-based” Empathy, Empowerment and
Accountability Transformational Leadership CQI Environment
Empowerment and Accountability
“Flat” Organization Very few, or no, layers of management
between direct line staff and CEO Managers empowered to set goals and make
decisions, in alignment with agency goals CEO provides feedback and direction as needed Managers acknowledged for both successes
and misfires “Safe” environment for executing decisions and
learning from mistakes
Surround yourself with the best people you can find, delegate authority, and don't interfere. Ronald Reagan
Empowerment and Accountability
Applying therapeutic and recovery strengths and skills to management: Emotional intelligence “Strengths-based” and treating staff and
colleagues with empathy while holding them accountable for high levels of performance
Collaborative leadership (Transformational)
The Southwest Airlines Way: Relational Coordination
Relational Coordination
Frequent, timely problem-solving communication carried out through relationships of: Shared Goals Shared Knowledge Mutual Respect
Both increased quality AND increased efficiency
Key to High Performance: Build and sustain relationships among the organization’s key participants
Transformational Leadership Manager ≠ Leader Position = Title ≠ Respect Leadership is a process through which
one individual influences a group of individuals to achieve a common goal
Transformational leadership achieves this while changing and transforming individuals (Northouse, 2001).
“A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves.” Unknown
Transformational Leadership
Transformational Leaders Start with vision and build up with trust, passion,
integrity and commitment; model personal accountability and ideals
Inspire others to change expectations, perceptions and motivations to work toward common goals
People-oriented: balanced focus between actions and impact on people
Are positive change agents Build other leaders!
If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams
Transformational Leadership
The “4 I’s” of Transformational Leadership Idealized Influence: role model; “walks the talk”; can be
relied on to do the right thing; persistent; doesn’t play it safe
Inspirational Motivation: inspires and motivates; provides meaning to work; creates an atmosphere of commitment to goals and shared vision; enthusiastic and optimistic
Individualized Consideration: demonstrates genuine concern for the needs and feelings of people; mentors and coaches; constantly challenge people to higher levels of performance; authentic listening – 2 way communication
Intellectual Stimulation: challenges people to be innovative and creative; creates a safe forum and climate for exploration and contributions
Empowerment and Accountability
Personal Accountability:
A personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results – to See It, Own It,
Solve It and Do It.
Connors, Smith and Hickman, The Oz Principle
Empowerment and Accountability
4 Steps to Accountability See It – Acknowledge the Problem
Own It – Take Responsibility for It Solve It – Determine What I Can Do
Do It – Take Action
Empowerment and Accountability
Above the Line: See It, Own It, Solve It, Do It
Below the Line: The Blame Game
Accountability and Empowerment
Holding People Accountable the Oz Principle Way Define the Result Determine time to report on progress Deliver praise or coaching
Build and Operate in a CQI Culture
I haven't failed. I've found 10,000 ways that don't work.
Thomas Edison
Even if you’re on the right track, you’ll get run over if you just sit there.
Will Rogers