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©SVMIC 2020

Leadership Is A Choice

S t e p h e n A . D i c k e n s , J D , F A C M P E

V i c e P r e s i d e n t , M e d i c a l P r a c t i c e S e r v i c e s

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Objectives

Identify the four choices essential to transition from a manager to a great leader

Define the components of each choice along with the key factors that underpin

their realization from a conscious decision to an action

Outline practical skills including strategic planning, change management and

effective communication while providing tips and techniques to support their

successful execution

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Making the climb

Leader

Manager vs. Leader

Manager

Authority is inherent

Elicit trust & respect

Influence & inspire

Develop & empower

Effective communication

Make conscious choices

Status quo

Instruct & monitor

One-way communication

Authority by title

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The First Step

Promotion Title Prestige

Money PowerNo one else would do it

You can do it better

Effect organizational

change

Self improvement

Make a difference

It is your passion

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Confidence

Character

Relationships

Communication

The Choices of A Leader

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Putting the Pieces Together

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Relationships

Develop positive

relationships & eliminate toxic ones

Empathy

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AVAILABILITY WILLINGNESS

COMPATIBILITY

EXPERTISE

TRUSTRESPECT

COMMUNICATION

EXPECTATIONS

Mentors & Confidantes

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Ground RulesDefine the do’s &

don’ts

CommunicateShare as much as

you can honestly

AdvocateTake care of them

Let them see youYou may be the boss, but

you are a person too, get to

know them as people

Use their insightAsk their opinions and

use their expertise

Teambuilding

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Sta f f Phys ic ians

• Please you & keep their jobs

Employment

• Clear & succinct direction

Communication

• Provide feedback

• Confirm understanding

Advice

• Know what you are doing

Competence

• Demonstrate you know what you are doing

Confidence

• Define expectations

• Establish rules of engagement

Advice

What They Expect

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Employees

Establish expectations

Provide regular, substantive feedback

Utilize performance improvement and corrective action plans

Eliminate problems

Hire for attitude

Be consistent & transparent

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Have the conversation

What is missing

What do you need

Where am I failing

Express your needs

Is this going to work

Be true to yourself

Physicians

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Dealing With Personalities

Know your stuff, ask

for facts, confront in

private vs. public

embarrassment

KNOW IT ALL

Do not participate,

ask for the

relevance

GOSSIP

Progressive

discipline

LAZY

Focus on the facts & positive, force to take ownership

NEGATIVE NINNY &FINGER POINTER

Stay calm, focus on the

facts, ask for specifics

DRAMA QUEEN

Use their

need for

attention &

success

NARCISSIST

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Confidence

Demonstrate your

competency

Be a lifelong learner

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Make the commitmentSchedule it

Educate yourselfReading, podcasts, meetings

Try new thingsBe the lynchpin

Reinforce your knowledgeAsk questions, write it down

Become A Lifelong Learner

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Best Practices for Meetings

• Recurring schedule

• Individuals work around the schedule

Set date and time

• Most important to least

• Start/stop on timeAgenda

• Reminder

• AgendaNotice

• To do list

• MinutesFollow-up

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Strategic Planning Journey

Establish effective governance

• Eliminate GDS*• Buy-in & accountability

Understand key issues facing the group• What are our challenges?• What is going on around us?

Define mission & values• Who are we?• Why do we exist?

Set objectives• Where do we want to go?• What do we want to do?

Map strategies to meet objectives• Who is responsible?• When?

*Latham, Will. “Herding Cats”. www.mgma.org

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The Change Curve

Lack of info

Fear of unknown

Fear of looking stupid, doing something wrong

ShockComfortable with status quo

Threatened

Fear of failure

Denial

Shock & Denial

Suspicion

Skepticism

Frustration

Anger

Apathy

Isolation

Remoteness

DepressionAnger &

Depression

New opportunities

Relief

Impatience

Acceptance

Acceptance

Hope

Trust

Integration

Acceptance & Integration

Kubler-Ross

Slowdown, loss of productivity

Focus remains in past

Communication is key

Scapegoat

Morale is low, self doubt peaks

Reassuring to know others feel the same

Optimism emerges

Accept change, recovery begins

Communication remains essential

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Why We Fail

Change fatigue

Lack of skills

Lack of input

Failure to plan

React vs. act

Lack of communication

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Manage Change

Imagine what

can go right

Imagine what

can go wrong

Are you solving a short-term problem or

implementing a long-term

process/solution

Create a vision

Define expectations

and responsibilities

Empower people

Keep the

team moving

Perkins, Tammy. “How to manage your team through change”.

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Communication

Communicate effectively

Engage

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Provides

record

Tone will

be

inferred

Never

privateListen

Difficult

conversations

Time &

place

VERBAL

vs.

WRITTEN

Not time

sensitive

Choose How & When

Tone of voice

& body

language

Large

number of

people or

information

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Be Assertive

Behavior

Action-oriented, firm

Realistic in expectations,

fair & consistent

Communication style

Attentive, confident, relaxed posture

Expressive tone &

gestures

Confrontation & problem solving

Confronts problems at the time they

happen

Does not let negative

feelings build

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•Emotional self-awareness• Accurate self-assessment• Self-confidence

Self Awareness

•Developing others• Inspirational leadership• Conflict management

Relationship Management

• Empathy• Organizational awareness

• Service orientation

Social Awareness

• Emotional self-control• Initiative•Optimism

Self Management

Emotional Intelligence

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Character

Define you

Who are you when no one is watching?

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Manage Your Image

Visibility• Be present

• Available• Give time

Professionalism• Avoid drama

Choose your culture

Appearance• What if…?

Never reveal

• Political beliefs

• You think someone is incompetent

• How much you make

• You hate your job

• What you do in the bedroom

• What you think others do

• How wild you used to be

• You are job hunting

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Hitting the snooze button

Perfectionism

Answering emails as soon as they arrive

Meetings

Multitasking

Putting off tough tasks

Impulsively surfing the internet or social media

Using technology in bed

Productivity Killers

Bradberry, Travis

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Avoid these Mistakes

Getting lost in your own work

Minimizing the difficulty of doing things you have not done

Not asking for help

Getting stuck in a negative pattern

Feeling picked on & misunderstood

Not taking care of yourself physically & mentally

Leadership Freak

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• Learn your people

• Pick your battles

• Help them grow

Teambuilding

• Make informed decisions

• Define metrics, accountability & success

• Work the plan

Strategic Planning

• Demonstrate the problem

• Articulate why

• Engage & empower

Change Management

Operational Takeaways

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Character

Decide who you want to be.

Be it.

Relationships

You cannot control everyone in your

life, but you can choose who to trust.

Find people who support you.

Support them back.

Confidence

Do the prep work.

Most people are not willing to do so.

It shows.

Communication

Be honest.

Be clear.

Be present.

Make Good Choices

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Stephen A. Dickens, JD, FACMPE

Vice President, Medical Practice Services

steved@svmic.com

615.377.1919

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Resources

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Downloadable Resources

Annual Practice Assessment Tool

Standard Physician Survey

Standard Staff Survey

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Recommended Reading & Tools

• The 21 Indispensable Qualities of A Leader & The 21 Irrefutable Laws of Leadership - John C. Maxwell

• Life’s Little Instruction Book - H. Jackson Brown

• What Exceptional Leaders Know - Tracy Spears & Wally Schmader

• Emotional Intelligence – Travis Bradberry & Jean Greaves

• 8 Things Smart people Never Reveal About Themselves at Work – Travis Bradberry

• 9 Habits You Must Break to Be More Productive – Travis Bradberry

• Are You A Leader or A Follower? – Travis Bradberry

• How Body Language Trumps IQ – Travis Bradberry

• How to Be Calm Under Pressure – Travis Bradberry

• 5 Tragic Blunders of the Inexperienced – Leadership Freak

• Strengths Finder - Tom Rath

• Now, Discover Your Strengths - Marcus Buckingham & Donald O. Clifton

• Hiring For Attitude - Mark Murphy

• Why Leaders Fail – Peter B. Stark & Mary C. Kelly

• Body of Knowledge for Medical Practice Management - MGMA, ACMPE www.mgma.com

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Strategic Planning Preparation

Budget & dates

3-6 months

Secure venue

Schedule any outside

activities

Decide who will attend

Facilitator

Meet with lead physician &

Practice Executive

Determine tone &

successful outcomes

Finalize agenda

Define any follow-up activities

Survey

Prepare & test

Conduct 4-6 weeks in advance

Study survey data

Print materials

Agenda

Survey results

Financial or operations

reports/assessment

Board meeting materials

Assemble resources

Flip charts

Markers

Projector

Assign scribe

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Who Does What

Physicians

(Owners)

Mission

• Reason we are together

Vision

• Picture of the ideal state to achieve

Values

• Guides day-to-day decisions & interactions

Board & Administration

Strategy

• Things we do to create value

Goals

• How we measure progress

Administration & Management

Tactics

• Actions we do to implement strategy

Structure

• How we organize work

Manage

• Making sure work is done

Everyone

Execution

• Living the plan

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Action Plan Report

Goal Goal

Lead

Committee Budget Report

Date

Status

Updates

Complete

Date

Purchase

new EMR

Suzy

Dr. Smith

Practice executive

Physician

Billing rep

Nursing rep

Receptionist rep

IT rep

$250,000 Monthly June 30,

2021

Research

renovation

or

purchase

new

building

Suzy

Dr. Jones

Practice executive

Physician

Billing rep

Nursing rep

Receptionist rep

TBD November

2020

March 1,

2021

Redesign

intake

process

Suzy Practice executive

Physician

Receptionist rep

Nursing rep

Billing rep

<$10,000 October

2020

December

30, 2020

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Action Plan

What will be done?

Who will do it? What will it cost?What is the

benefit?

When will it be completed?

Everyone knows the plan

Everyone knows where he or she fits in the plan

Do not get distracted or

sidelined

Follow the plan but regroup as

needed

Report at every leadership meeting

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