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Building an all star team Draft 20130614

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Building an all star team Draft 20130614

  1. 1. Electronic Payment Posting Nuts and Bolts Chastity D. Werner, RHIT, CMPE, NCP NextGen Mini User Group Meeting June 18th, 2013 St. Louis, MO June 26th, 2013 Carbondale, IL
  2. 2. Learning Objectives Management vs. leadership Leadership Qualities Right fit Goals & tracking Evaluations & mentoring Celebrating successes
  3. 3. Learning Objectives
  4. 4. Management vs. Leadership Management Planning Organizing Directing Controlling Leadership Establishing a direction Aligning people and resources Energizing people to accomplish results
  5. 5. Leadership Qualities Ability & Enthusiasm Stability & Self-confidence Concern for others Persistence & Vitality Charisma Integrity ABILITY The leader must know the job- or invite loss of respect Enthusiasm Genuine enthusiasm is an important trait of a good leader. Self-confidence Confidence in one’s ability gives the leader inner strength to overcome difficult tasks. Stability A leader must understand her or his own world and how it relates to the world of others. Concern for others A leader must be sincerely & deeply concerned about the welfare of people. Patience + Listening = Loyalty Concern for others Do you truly care about your employees as people, or do you view them more as tools to meet your goals? Persistence The leader must have drive and determination to stick with difficult tasks until they are completed. Vitality Strength and stamina are needed to fulfill the tasks of leadership Charisma A special personal quality that generates others’ interest and causes them to follow. Charisma Do 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? Integrity The most important quality of leadership is integrity, understood as honesty, strength of character, & courage.
  6. 6. Leadership Qualities Callousness Uncaring and unkind, discounts the needs of others Corruption Puts self-interest ahead of public interest, and is willing to lie, cheat, or steal Cruelty Commits atrocities inflicting physical and/or emotional pain on others. Intemperance Lacks self-control in personal habits or conduct Rigidity Closed minded to anything new or changing Incompetence Lacks skill or will
  7. 7. Leadership qualities Deal openly with everyone Consider all points of view Keep promises Give responsibility Listen to understand
  8. 8. Leadership qualities Vision • Is this the right direction? • Are these the right goals? • Is this the right time? “The best way to predict the future is to create it.” - Peter Drucker, Management Author
  9. 9. Leadership qualities “Because the modern organization is composed of specialists, each with his or her own narrow area of expertise, its purpose must be crystal clear. The organization must be single-minded, or its members will become confused. They will follow their own specialty rather than apply it to the common task. They will each define “results” in terms of their own specialty and impose its values on the organization. Only a focused and shared vision will hold an organization together and enable it to produce. Without agreement on purpose and values, the organization will soon lose credibility and, with it, its ability to attract the very people it needs to perform. • Peter Drucker, Management Author
  10. 10. Half of the harm that is done in this world is caused by people who have power and want to feel important. They do not mean to do harm; they are simply absorbed in the useless struggle to think well of themselves. - T.S. Eliot
  11. 11. 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
  12. 12. 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
  13. 13. Empowerment • Trust in people • Invest in people • Recognize accomplishments • Decentralize decision making • View work as a cooperative effort
  14. 14. Three need to knows • They need to know the grand plan-the purpose, values, and strategies for success for the organization. • They need to know what is expected of them personally and why. • They need to have feedback on individual performance, with recognition for their efforts.
  15. 15. Practical tips for developing a high performance workplace • Adopt an orientation to action and result. • Recognize and reward those who make improvements to products, processes, and services. • Be customer-driven. • Maintain a commitment to self-development. • Make timely and value driven decisions. • Be flexible. • Coach other to succeed. • Schedule a short meeting with each of your direct reports once every two or three weeks. • Minimize obstacles. • Benchmark the best. • Address deficiencies. • Let your conscience be your guide. • Enhance the work environment. • Spread the sparkle. • Display resilience. • Show concern for others. • Spend one-on-one time with each member of your team. • Manage meetings effectively. • Be sure everyone who reports to you has clarity of assignment and tools to succeed. • Communicate effectively. • Page 156 of leadership book……
  16. 16. The boss drives, the leader coaches. The boss wants power; the leader, good will. The boss creates fear; the leader builds pride. The boss says “I”; the leader says “We”. The boss places blame; the leader solves the problem. The boss knows how; the leader shows how. The boss uses people; the leader serves others. The boss preaches; the leader teaches. The boss takes credit; the leader gives credit. The boss commands; the leader asks. The boss says “Go”; the leader say “Let’s go”. - William J. Stewart, Author and Educator
  17. 17. Practical leadership tips • Be predictable • Be understandable • Be enthusiastic • Set the example • Show support • Get out of the office • Keep promises • Praise generously • Hold your fire • Always be fair • Page 183 leadership book
  18. 18. Great leaders guide and inspire, not command and control.
  19. 19. • “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 Consultant The ROI of IT: Best Billing Practices
  20. 20. Questions
  21. 21. Anders Health Care Services Anders Health Care Services optimizes staff, resources and revenue for hospitals and physicians by offering solutions and direction to complex practice management issues. We provide an integrated approach from the financial, operational, compliance and strategic perspectives.
  22. 22. 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
  23. 23. Anders Health Care Services Chastity D. Werner, RHIT, CMPE, NCP 314-655-5561 cwerner@anderscpa.com
  24. 24. Anders Health Care Services Jessica Johnson jjohnson@anderscpa.com Brian McCook bmccook@anderscpa.com John McGuire jmcguire@anderscpa.com Jerrie Weith jweith@anderscpa.com Brian Meyers bmeyers@anderscpa.com 314-655-5500 www.andershealthcare.com

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