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Leadership_Best_Practice
The document discusses best practices in leadership and business. It defines best practices as accepted or prescribed professional procedures that are proven to be most effective. Implementing best practices allows organizations to benefit from others' experiences and make quick performance improvements. However, successfully adopting best practices requires overcoming barriers through consistent effort and learning from failures. The key is to identify barriers, commit resources, provide feedback, and evaluate changes over time.
Leadership_Best_Practice
- 1. Leadership Through Business Best Practices Bobby D.Scott, MPA PI & Compliance Administrator
- 2. Best Practices…Questions tobe answered today? • Who? • What? • When? • Where? • Why? • HOW???
- 3. Who…Best Practices: Whyare you here???? • Lewis Carroll…"If you don't know where you are going, any road will get you there.“ • George S. Patton…” We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way.” • Aristotle…”Nature abhors a vacuum.” • King Solomon…”Where there is no vision, the people perish:” • Ric (The Nature Boy) Flair…"To be the (best), you have to beat the (best)."
- 4. Who…Best Practices: Whyam I here? • 26+Years of Healthcare Experience • 46 States (Alaska, South Dakota,Vermont, Oregon…Bucket List) • 10± Countries…my first was Cuba in 1993 • Over 300 different companies from 30 to 3000 not including CCS • …….So what??? • You come to realize that every company has at least a few really good ideas or it wouldn’t be in business
- 5. What…Best Practices: Definition& Examples Definitions • Commercial or professional procedures that are accepted or prescribed as being correct or most effective. • A standard by which to measure yourself and your business Examples • Clinical Practice Guidelines...Chronic Diseases • Care Bundles...Central Line,Ventilator, etc. • Evidenced-Based Decision Making • Data-Driven Decision Making • Customer/Criterion Driven Decision Making • Benchmarking
- 6. What…Best Practice: ClinicalPractice Guideline Definition • The IOM (2011) defined clinical practice guidelines as "statements that include recommendations intended to optimize patient care that are informed by a systematic review of evidence and an assessment of the benefits and harms of alternative care options.“ • There are differing levels…A, B, or C Examples • Cardiovascular • COPD • Diabetes • Hypertension • Asthma • Backpain
- 7. What…Best Practice: CareBundles Definition: • According to the IHI a Care Bundle is “a structured way of improving the processes of care and patient outcomes: a small, straightforward set of evidence-based practices — generally three to five — that, when performed collectively and reliably, have been proven to improve patient outcomes.” • Focus is generally on error reduction and usually involves a short checklist of mission-critical items. Examples: • Preventing Central Line-Associated Bloodstream Infection • Prevent Obstetrical Adverse Events • PreventVentilator-Associated Pneumonia • Sepsis Bundles
- 8. What…Best Practices: Data-DrivenDecision Making Definition: • Data-driven decision management (DDDM) is an approach to business governance that values decisions that can be backed up with verifiable data. • The success of the data- driven approach is reliant upon the quality of the data gathered and the effectiveness of its analysis and interpretation. Examples: • Finance/Budgeting • Thresholds • Triggers • Targets • ParValues
- 9. What…Best Practices: Customer/CriterionDriven Decision Making Definition: • An approach to business practices or job functions driven solely by customer or a predetermined criterion preference. • Since this is going to be institutionalized, it is preferable to get the criterion in writing either within the contract or at least in a memo so that everyone has a reference. Examples: • Billing • DecisionTrees…If this, then that • MANDT/BEST • Most Policies and Procedures
- 10. What…Best Practices: Benchmarking Definition: •The process of comparing one's business processes and performance metrics to industry bests and best practices from other companies. • It introduces an element of competition and comparison to the peer where previously there may not have been.
- 11. When….Best Practices…When shouldyou start? • Think back on what you learned – Seven Habits of Highly Effective Leaders – First Break all the Rules – From Good to Great – Maslow’s Hierarchy of Needs – Lean/Six Sigma – Deming…Leadership – IHI/IOM…SystemsTheory
- 12. When…Best Practices: Whendoes it need to occur? • Bobby’s First Law of Organizational Motion…blatantly plagiarized from Newton’s First Law of Motion/Inertia An organization at rest tends to stay at rest and an organization in motion tends to stay in motion In short, installing Best Practices is about not just the practices themselves but building an inertia and culture of change within the organization.
- 13. When…Best Practices…Mission/Vision CRCC’s Missionis to… Partner with GovernmentalAgencies to provide exceptional Medical, Mental Health, & Spiritual Care in a Detention Healthcare Facility. CRCC’sVision is to be the… Exclusive provider of specialized medical & mental health services to a complex patient population that results in meaningful recovery.
- 14. Where…Best Practices…Where shouldthey be implemented?Two theories…which is right??? Strengthen a weakness… Compliance Model Build upon your strengths… Hedgehog Model
- 15. Where…Best Practice…Apply thePareto (80/20)Rule! Spend 20% on Compliance Activities (Maintenance) Some things simply can’t be avoided either because of law, regulation, accreditation standards, contractual obligations, ethical standards, etc. So buck up and do the things that you must, it is called discipline for a reason. FOCUSTHE REMAINING 80% Spend most of your time on the stuff that you are really good at and probably enjoy the most. Fine tuning and performance Improvement on your core technologies and what you can be “World Class” will gain you more inertia/momentum in the long run and will energize you and the company.
- 16. Why…Best Practices…Mission/Vision CRCC’s Missionis to… Partner with GovernmentalAgencies to provide exceptional Medical, Mental Health, & Spiritual Care in a Detention Healthcare Facility. CRCC’sVision is to be the… Exclusive provider of specialized medical & mental health services to a complex patient population that results in meaningful recovery.
- 17. Why….Best Practices…You needto have a sense of urgency Back full circle… • Complacency is the Friction that works against any momentum that you build. • Knowing the Who,What,When, & Where makes it easier to focus on the Why on a day to day. • Everybody has a plan…until they get hit…George Foreman et al….
- 18. Why…Best Practices…Because itswhat drives you… PERSEVERANCE • Sometimes you are the only one keeping the wheel turning… • Leadership sometimes looks like this picture…i.e. 1st Triathetes • BUT…never forget Pareto…
- 19. HOW…Best Practices…Getting FromPoint A to B • This is the BIGGEST challenge for leaders… • SELDOM if ever involves so called “COMMON SENSE” • Can rarely be accomplished by just sending out a memo, publishing a policy, or doing a training. • Has spawned the area of Project Management as a profession…
- 20. How…Best Practices…Problems/Barriers • Rememberthat CultureTrumps Strategy! • It will take a LOT of work to overcome a complacent culture once it becomes entrenched. • Bobby’s Second Law:You can teach an old dog new tricks, but it is nearly impossible for them to unlearn the old ones! • Bobby’sThird Law (Again significantly plagiarized from Newton): For every change action there is an equal and opposite dysfunctional reaction to that change…Flavor of the Month Fatigue
- 21. How…Best Practices…Getting FromA to B…Step by Step • Pick the most evidence-based/strongest decision you can • Identify the scope of the change • Identify barriers (including complacency) to the change • Commit resources (including staff) to monitor and reinforce the change • Measure (if possible) and provide routine feedback to staff • Evaluate after a predetermined period…
- 22. How…Best Practices…Getting FromA to B…Pitfalls • Treating a symptom, not a cause • Wrong scope, bite off too much, or too little • No contingency planning…assumption • Insufficient resources or no resources allocated to endeavor…just send the memo and expect that it will magically happen • Bobby’s Fourth Law: If you don’t measure it, it does not matter… • Failure to Evaluate is a failure to learn from your mistakes and that is valuable institutional wisdom that you will never be able to get back…Opportunity Cost (near misses, change cycles, etc.)
- 23. SUMMARY…Best Practices • ImplementingBest Practices is a no-brainer because you are benefiting from other’s work/mistakes • It allows you to make Quantum leaps in performance over much shorter time frames than you would otherwise on your own • It introduces a competitive nature to the process which can be good for the company • However, it does require a consistent pace that the organization’s infrastructure can handle • Identifying and overcoming barriers is the key to success. • Always, Always, Always learn from failure.
- 24. CONCLUSION…Best Practices…Thomas Edison •“Opportunity is missed by most people because it is dressed in overalls and looks like work.” Thomas Edison • Tested/theorized at least 300o different versions of the incandescent lightbulb. • Almost 10,000 tests on storage batteries. • BTW…Tesla was his rival…