Healthcare Reform is upon us.  Last week the COMMITTEES ON WAYS & MEANS, ENERGY & COMMERCE, AND EDUCATION & LABOR posted an Implementation Timeline.  Certainly not all inclusive to the bill that was passed; as the timeline is only seven pages compared to well over 2,000 pages in the bill.  Also they left out some interesting things; such as, employer responsibility for the cost of health coverage, tax on individuals for non-coverage, or surcharge (tax) on high income individuals.

Regardless, I think it important we understand everything we can about the bill and how it will impact all of us.  So, here is the link to the Implementation Timeline. 

http://docs.house.gov/energycommerce/TIMELINE.pdf

My suggestion is to get all in the information you can.  Does not seem there is one place to get it, even finding the most recent copy of the bill is difficult, and amendments are not incorporated that I can find.  No one is going to cover all the facts since every news agency and government office all seem to have their own agenda for what to get out there.  For now all we are going to get are various renditions of Healthcare Reform at a Glance; Not Enough, But Take it as You Can Get It.

—Marty Hudson

Well, it’s happened.  My blog back on January 12^th, “Let the Lawsuits Begin!”, has come to pass.  This week officials from 14 states filed lawsuits to block the healthcare reform bill.  Thirteen of those officials filed suit in a federal court in Pensacola, Florida, minutes after Obama signed the Patient Protection and Affordable Care Act. The complaint calls the act an “unprecedented encroachment on the sovereignty of the states” and asks a judge to block its enforcement.  The State of Florida was joined by Alabama, Colorado, Idaho, Louisiana, Michigan, Nebraska, Pennsylvania, South Carolina, South Dakota Texas, Utah and Washington. Virginia’s attorney general, Ken Cuccinelli, filed a separate case in his state Tuesday afternoon. 

Other states have come out and said they would not pursue lawsuits including Airizona, Kentucky and Georgia; although Georgia Republican Governor Sonny Perdue petitioned Democrat Attorney General Thurbert Baker to join the lawsuit filed by the thirteen states mentioned above.  To take it even a step further, Georgia lawmakers reacted to Wednesday’s news that Baker, would not sign on to the lawsuit by filing papers to have him impeached.  Its unlikely impeachment would be successful.  Usually the requirements for such are pretty high.

20-20 hindsight, my blog in January said in reforming healthcare we need “…to take the time to do it right; get it right; and get support.”  OK, so that didn’t happen.  It didn’t take a genius to figure out what was next; lawsuits.  After all, it is the American way. 

Now some of the stuff going on, violence, threats and destruction of property is just wrong.  That is not an acceptable response.  I am not a big fan of lawsuits either, but sometimes it is the best alternative.  Bottom line, if you don’t like what they are doing in government (federal, state, local, or your school board), do something about it.  Get out and vote!  If you don’t vote, don’t complain.  I don’t care if you’re Democrat, Republican, Independent or some other party, go vote.  And don’t vote for the incumbent just because you don’t know who else to vote for.  Do some homework and vote for the best candidate.

There’s my patriotic spiel.  But now that healthcare reform passed, how will lawsuits affect it going into effect?  Will some judge order it be put on hold?  Can that happen?  Will it be months or years before reform actually happens?  Could it be repealed before it ever goes into play?  I don’t know, but one thing’s for sure what we didn’t want or need…Healthcare Reform Gone Wild!  What’s next?

—Marty Hudson

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