Recently I read a short article by Chuck Lauer, former publisher of Modern Healthcare and an author, public speaker and career coach, titled 10 Points on Leadership.  I am listing them here in Letterman style.

10. Have courage. Leadership requires courage. Leaders have to go beyond just taking care of their own careers. They need to engage in calculated risks that will secure the future of the whole organization. This is especially important in these trying times, when healthcare, and business in general, is facing so many enormous challenges.

9. Leadership isn’t for everyone. Not all that many people want to take the hard hits that leaders have to absorb, regardless of whether they run a hospital, a clinic or a restaurant. A study of graduate students several years ago showed that well over 60 percent did not want the responsibility of being a leader. While there are many talented people, only a select few will embrace a leadership role.

8. Share credit. Leaders know the value of giving credit to others, even as they step forward immediately to take the blame for losses, so that their people are protected and valued. “A leader is best when people barely know he exists,” the Chinese philosopher Lao Tzu said. “When his work is done, his aim fulfilled, they will say, ‘We did it ourselves.’ ”

7. Embrace responsibility. Outstanding leaders come in all shapes and sizes, from a variety of backgrounds, but what really sets them apart is their enjoyment in taking on responsibility and willingness to make tough decisions when necessary. Leaders don’t waffle or equivocate. They make sure their decisions are fair-minded and balanced.

6. Be transparent. Great leaders don’t believe in secrecy or closed-door meetings. They must conduct themselves with transparency and openness so that rumors don’t start and employees don’t feel shut out. Leaders who are frank rather than evasive — even about difficult issues — will be able to win employees’ trust.

5. Demonstrate integrity. Successful leaders recognize that the way they behave reflects the principles and ethics of the organization. Integrity and ethics are essential for any leader. A leader cannot just be “one of the boys.” Leaders need to stand above the rest and show the way.

4. Choose a clear mission. Leaders make sure the mission of their organization is plainly articulated and followed day in and day out. A mission statement can sound nice and look really good, but it has to be more than a bunch of words. It should be the very heart and soul of what the organization is about. It should inspire and direct.

3. Cherish and respect employees. Leaders function as enablers, helping employees perform their jobs to the nth degree. A leader can only get work done through other people. Employees who get respect will produce at their highest capacity and make the leader look good. Make sure people have the tools to do their jobs — and the freedom to make mistakes!

2. Don’t live in a bubble. Great leaders listen to their people, obtaining a variety of perspectives from a variety of sources. This helps them distill their own decision-making. They ask employees what they think and probe them on the pros and cons of a proposal. This not only shows employees that they are valued but also gets the leader closer to the best solution.

1. Leading is not the same as managing. There is a huge difference between managing and leading. “Leaders do the right thing and managers do things right,” it has been said. While managers focus on working toward the organization’s goals, orchestrating resources in an effective and efficient manner, leaders need to engage in strategic thinking. They need to pay less attention to details and focus on the big picture.

            By Chuck Lauer

So, there is nothing wrong with being a manager, but not a leader.  It’s important to understand what you are.  Don’t try to be something you are not.  Know your talents, gifts and strengths and utilize them and do what you do best.  There is no right or wrong answer, but the question remains, Do You Manage or Lead?

—Marty Hudson

There may be more change in how things are being done because of the economy, affected by the growth in unemployment, than I can remember in my working life.  To cope and stay ahead of the curve you have to stay on your toes.  Beliefs that may have gotten you by in the past just won’t cut it today.  Here are just a few things to keep in mind as you deal with your unique, ever-changing situation.

Recognize ‘Myth’ vs. ‘Reality’.

Myth – I can just keep on doing my job like I have been.

Reality – If the company is changing, you probably need to be changing too.

Myth – I don’t think my job will be affected by all the changes.

Reality – Pay very close attention to what’s going on around you – if the company is changing at a faster rate than you are, you could be headed for trouble.

Myth – We’ve been doing it this way for years, and it seems to be working. 

Reality – Examine your work routines, your modus operandi, and see if you’re out of step with the new beat in the organization.  During times like these the cadence changes.  Work needs to move at a faster tempo.  Problems can hit in a hurry and easily outrun you.

Myth – I don’t see any reason why I should change the way I’m doing things.

Reality – If you see changes in the corporate culture, priorities, management style, or work pace in the organization, take it as hard evidence that you probably need to start doing some things differently yourself. You can’t rely on the old tried-and-true approach during periods of major transition and change.

Myth – Why fix something that ain’t broke.

Reality – “If you have always done it that way, it is probably wrong.” –Charles Kettering

Look at Yourself

• The first chore in managing change is the toughest:  Self-management.  Handle that right, and you’re halfway home.
• Examine your own attitude. 
• Evaluate your personal investment in pushing for change.
• Sometimes the best management tool is a mirror.

The Passion of the Person in Charge

• People always look at the leader when they want to take the pulse of an organization.
• Commitment climbs when people see passion in the person out front.
• The more consuming the leader’s commitment, the more they draw your people toward them.
• If you are in Charge; like it or not, you set the climate.  People always take a reading on the person in charge.
• If leadership is lukewarm, you’ll see the passion cool among your people.
• Commitment can’t survive when the leader doesn’t seem to care.
• If you are in Charge, be obvious.

Keep your Sense of Humor

• An upbeat attitude and good sense of humor won’t keep you from getting hit by trouble, but they’ll help you handle it if you do get hit.  “They said cheer up, things could get worse.  So, I cheered up and sure enough, things got worse.”
• Humor is good therapy.
• Humor helps keep things in perspective.
• Humor helps keep you from blowing all the aggravations out of proportion.
• Crying may be cleansing, but humor is healing.  Choose laughter. 
• “Enjoy yourself.  If you can’t enjoy yourself, enjoy somebody else.” –Jack Schaefer (Author, Shane)

Don’t Let Your Strengths Become Weaknesses

• The winds of change reshape circumstances and present different problems.
• Even if your job title and duties remain the same, the situation may call for something new out of you.
• Shift your job’s priorities to match the changes in organizational priorities.
• Align yourself with any changes in values and corporate culture.
• Adjust your approach to fit the personality and management style of new leaders.
• Develop new competencies if your skills become outdated.
• Be alert.  Catch on.  Refocus rapidly.
• Examine your job and identify the critical few, make-or-break factors important for job success.  Chances are something there has changed.
• Continuing to focus on “doing what you do best” might be one of the worst things you could do.
•  “Only those who constantly retool themselves stand a chance of staying employed in the years ahead.” –Tom Peters.
•  “As you’re the only one you can really change, the only one who can really use all your good advice is yourself.” –John Roger and Peter McWilliams.

Maybe you can apply some of these thoughts.  Certainly a lot of it I can apply in my own work life.  Whether it’s something posted here, or perhaps something else you have seen, read, noticed or witnessed.  Let’s hear from you; How are You Managing in these Changing Times?

—Marty Hudson

A few years ago we read a book by Fred Lee, “If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently.”  In reading the book we quickly realized our conviction in deploying M3-Patient Experience matched up with what Fred said in his book.  We contacted Fred, met him at the airport in Orlando for lunch and asked him to take a look at M3-Patient Experience.  After spending a considerable amount of time, this was his unsolicited comment:

“I liked all the questions in your survey and could honestly not think of anything I felt was not covered. It is really an electronic work of art. You are to be highly commended. I can recommend it highly, and you can quote me on that!”

With that I would like to share with you some of the points Fred makes in his book, as well in presentations he makes to healthcare operations around the country.

Focus on What Can’t be Measured.  When we focus on the perceptions of the patient the efficiencies will follow.  In other words, when we treat the patient with compassion, we will meet the patients’ needs efficiently and effectively.  Every patient is different, compassion helps you focus on the need of every patient. 

Make Courtesy More Important than Efficiency.  By first being courteous to the patient, which creates an external focus (focusing on the patient’s need), bringing responsiveness to the patient’s need, which promotes sharing of resources, and ultimately results in overall organizational efficiency and teamwork; creating a memorable experience for the patient.

Measure to Improve, Not to Impress.  When we measure the patient’s experience with the focus on improvement, understanding each patient is different, we continuously find ways to get better.  If we are merely measuring to impress we are more focused on average scores and if we are at least better than someone else, when “someone else” might be pretty bad.  Continually improve and your patients will not only be impressed, but will be loyal.

Closing the Gap between Knowing and Doing.  “Like losing weight, our problem is not with knowing how. When we want to enough, we figure out how and learn by doing.  Our problem is with being committed enough to do what it takes every day, and do it permanently, not just in short bursts of inspired energy.” — Fred Lee

Here is a link to a slide show from some of Fred’s speaking engagements I found posted on the web:  http://tinyurl.com/fredleeifdisney.  I encourage you to read his book.  But most importantly when providing care to your patients I challenge you to improve continuously and ask yourself, “What Will I Do Differently?”

—Marty Hudson

A couple of weeks ago I wrote a blog “Do You Tweet – Or is Twitter a Passing Fad?”  Well I got a few responses, but I have also talked to a number of people about what they think of Twitter.

A key point of the blog a couple of weeks ago is that 84% of those using Twitter are over 25 years of age.  Of course, this is business people, professionals and the buying public.  My conversations have confirmed the whole idea of tweeting, “I am heading to the mall to buy some socks,” has faded.  It was a novelty, but no one cares.  The idea that no one wants commercials invading their lives has been confirmed.  That’s why we have TIVO to skip commercials and satellite radio to avoid them altogether; however, it is not 100% true.

We, as a 21^st century consumer, want to select the ‘commercials’ we receive; technology allows us to do that.  We have turned commercials into information.  As I said, I don’t tweet, not yet anyway; however, I do rely heavily on the internet to find sales, specials, promotions, etc, on what I am looking for.  I just don’t want it coming to me until I am ready to receive it.  Some companies offer emails to promote what you are looking for; such as, Buy.com, Slickdeals.net, and Dell will send you emails on their specials.  Now these are available all the time, either email or web page, and sales typically last for a few days.  But still, Twitter brings something different.

Prime example; Kogi Korean taco truck, L.A.’s latest culinary obsession.  They send Tweets to let everyone know where they are going to be.  Taco trucks are nothing new, but you don’t always know where they are going to be and the truck has to rely on others not having other plans.  Kogi tweets where they are going to be and their customers have flocked to their location.  It’s a commercial, it’s information, it’s letting people know something they need to know right now.  By the time you look for it, it will be gone.  Maybe this is what will keep Twitter around.  We will see as it continues to transform into its most valuable use.  If it is truly valuable, it will hang around; if not, it will die.  Society will decide.

In the meantime, get on the bandwagon.  Forget the social media aspect of Twitter.  The real question is; how can twitter improve your business?

—Marty Hudson

This week I thought I would go a little different.  I guess this is more of a leadership blog than anything else.  That said; I like quotes.  We use quotes in a lot of different ways and at different times.  Quotes are used to inspire, discipline, direct, or just to be funny.  They sometimes tell our personality and often times disclose our expectations.  Quotes give us the ability to tell what we do or don’t like about someone in a non-confrontational manner. 

If I am put in a position of speaking to a group, quotes come in very handy.  They can allow me to get a point across in a way that I am not capable.  They are great filler, especially if I am using slides.  One quote, one slide.  It’s good for at least 30 – 60 seconds.  

Here are a few of my favorites:

“There is no point doing well that which should not be done at all.”-Peter Drucker

“We can’t solve problems by using the same kind of thinking we used when we created them.”-Einstein

“Doing what is right isn’t always easy, but it’s always right.”-Anonymous

“If a man is called to be a street sweeper, he should sweep streets even as Michelangelo painted, or Beethoven composed music or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say; here lived a great street sweeper who did his job well.”-Martin Luther King, Jr.

“If I were given eight hours to chop down a tree, I would use six hours to sharpen my axe.”- Abraham Lincoln

“Customers are like a force of nature: You can’t fool them, and you ignore them at your own peril.” –Herb Kelleher

“You can have anything you want in life if you just help enough other people get what they want.”-Zig Ziglar

“Even if you’re on the right track, you’ll get run over if you just sit there.”-Will Rogers

Let us hear back from you.  Leave us a comment – What’s Your Favorite Quote?

—Marty Hudson

Everything I continue to read points to the patient-provider relationship as THE key factor in determining whether or not the patient is likely to pursue litigation.   The importance of listing to, and acting on patient feedback was again made very clear to me in an article titled:

“A Friendly Approach to Reducing Medical Malpractice Litigation”, an article by Aaron A. Bucco (2006) in bepress Legal Series.

Here’s an excerpt:

“Acknowledging the physical and emotional needs of patients has the potential to effectively stop the patient from demanding, through litigation, what they are currently not receiving… attention. This is not to suggest that all medical malpractice claims arise out of a selfish desire to be noticed. Doctors do, however, have a tremendous amount to do with patient satisfaction beyond mere relief of symptoms. Attention to a patient through listening skills, compassion, and other communication techniques not only reduces the risk of patient-doctor miscommunication leading to medical error, but also relaxes the patient and allows the doctor to properly influence recovery.”

Click this link to connect to the bepress Legal Repository to download a copy of the article in its entirety: http://law.bepress.com/expresso/eps/1600.

I am convinced; listening to patients — or any consumer for that matter — and taking action based on their feedback absolutely will minimize litigation.

At the risk of sounding like a commercial promotion, (our blog is intended to inform and not to advertise), I’d be remiss not to make you aware of MedicalGPS’ M3-Patient Experience real-time patient feedback system.  The system is so affordable; it eliminates the affordability argument. 

— Jerry Stone

We continue to see “Honesty” vs. “Denial” as the trend when things go wrong in healthcare. “I’m sorry”, works in building a caring relationship between the patient and provider when things don’t go according to plan. Patients want to know their provider cares and are listening to their concerns.

On the other hand, the vast majority of the time the standard of care was in fact met. In this case the doctors still should meet with the patient and family and explain what happened, open medical charts, and answer all questions. This approach will reduce the number of unmeritorious cases; which account for 60 to 80 percent of all medical malpractice lawsuits.

A major reason for patients to sue a provider is anger. More often than not, anger increases during periods of silence and denial of information regarding their situation.  Many times when a patient files a lawsuit they are not doing so because they ‘want to sue somebody’, but they just want to know what happened. They are looking for answers.

The patient-provider relationship is the key factor in determining whether or not the patient is likely to pursue litigation. People don’t tend to sue someone they like. Listening to patients and taking action based on their feedback will assist you and your organization in developing a caring relationship with your patients.  Being open, communicating, sharing information and Honesty is The Best Policy.

—Marty Hudson

What does it take to be a leader?  I don’t think any of the following will surprise you, and most, if not all, might well be included in everyone’s answer, but do you really know the summation of it all?  Read to the end and find out.

Leaders are first a servant of those they lead.  Not a one who issues directives nor a disciplinarian.  They are a teacher, they possess knowledge and provide a source of information.  They set the standard. 

Leaders do not follow behind those they lead with a whip, they are out in front with a banner.  They don’t say, ‘Get going.’  Instead, they say, ‘Let’s go!’  

Leaders are people builders.  They help those around them to grow.  They realize the more strong people exist in an organization, the stronger it will be.

Leaders use their heart as well as their head.  After they look at the facts with their head, they take a look with their heart too.

Leaders have a sense of humor and humility.  They are not stuffed shirts.  They can laugh at themselves and with others.   

Leaders can be led and have an open mind.  They are not as interested in having their way as they are in finding the best way. 

These qualities exist in all of us.  We just have to let them out.  Sometimes it makes us feel vulnerable, and that’s part of being a leader too.  We’re human, no one wants to follow a robot and no one will follow a tyrant for very long.  Once you relax and let these qualities come out, it’s easy; Leadership Just Requires You to be You.

—Marty Hudson