Have you ever regretted a hiring decision?
You thought the individual would be a self-starter, but you found yourself having to give constant direction. Perhaps you needed someone with excellent customer service skills, and received complaints about the individual’s attitude and behavior.
One explanation for this dilemma can be found in the book “Now Discover Your Strengths” by Buckingham and Clifton. The authors differentiate between knowledge, skills, and talents. Talents are innate, whereas skills and knowledge can be acquired through learning and practice. You don’t teach someone to be a self-starter, no more than you teach someone to have a talent for empathy. This is why even after providing training on assertiveness skills, or how to provide excellent customer service, we don’t see much improvement or any at all.
I learned this lesson many years ago from a mentor named Bill. Bill was Vice President of Distribution and an excellent talent scout. During an off-site management retreat, Bill introduced his new warehouse supervisor. Bill explained that what he needed for this position was someone who has excellent communication skills, is decisive, and assumes accountability. Bill explained that he found the new warehouse supervisor in his health club. He had observed over several months how this individual communicated with others, the respect he was shown, and how he thought about resolving problems. Some of you might be thinking – “He found a manager while working out?” The point Bill was making is that he knew that he can provide the knowledge and skills required to be a warehouse supervisor, but he needed the talent to lead. I remember the day Bill asked me to move from the position of Quality Circle Facilitator (a staff position) to Customer Service Manager (with 30 direct reports). I said “Bill, I don’t know this operation, and I have never held a management position – why did you select me?” He looked me in the eye and said “Bob, people believe in you, and will follow you. You will learn the departmental functions, I can’t teach what you have.”
The point in sharing these stories from Bill is this – you must think about your hiring and promotional decisions very carefully. If you focus primarily on knowledge and skills which can be taught, and overlook an individuals talent, you can find yourself regretting the decision.
How do you find talent?
One strategy is to use behavioral-based interviews to assess whether or not this person has the talent you need. For example, if you require someone who is decisive, you might tailor your questions toward asking the candidate to discuss difficult decisions they had to make, and how they went about it. You might need to follow-up by asking for specifics. If empathy is an important talent, you might ask the individual to describe specific situations where a customer was very upset, and how they handled the situation. Pay close attention to how they describe the situation, and whether you get a sense that they fully connect with the importance of empathy. Although this is not an exact science, it puts the focus of your interview on the most important area – talent. We often make the mistake of looking at a resume and being overly impressed with the individual’s accomplishments. The real question is – how did they go about getting the job done? Are they consensus builders? Do they build strong teams? How did they overcome obstacles? Did they develop a successor? With an internal candidate, don’t make the mistake of promoting someone who has good technical skills and poor interpersonal skills, with the hope that they will learn to deal more effectively with others. Identify the talents needed for the role, and determine if this individual “owns” this or not. Don’t try to train them to be strategic, or nice, or anything else. They are who they are, and that’s OK. Select individuals who demonstrate on an ongoing basis the talents needed for success.
You might not find your next manager in a health club, but leaders should always pay attention to an individual’s talents.
Our role as leaders is to build on people’s strengths, not placing too much attention on improving weaknesses. Place individuals in jobs that allow them to leverage their strengths. If someone loves dealing with customers, and has a natural ability to do so, don’t put them in the back office. If someone doesn’t deal well with others, don’t force them into a position where they need to build consensus, and then be disappointed when it doesn’t happen.
I encourage you to use peer-interviewing as a strategy to find a good fit for a position. The person being hired will need to work well with colleagues, so why not engage the colleagues in the selection process. Teach your staff to also be talent scouts.
An organization is only as good as its people. Being a good talent scout is a competitive advantage. You build customer and staff loyalty, reduce turnover and the associated recruitment expenses, and build a winning team for the future.
Always be on the look out for talent, it’s always around you.
For a complete listing of our services, please visit us at www.rlcooperassoc.com
Bob Cooper
President
RL Cooper Associates
(845) 639-1741
www.rlcooperassoc.com
Innovations in Organizational Management
When do you think about customer service in your practice?
When things start heading downhill? You overhear something that surprises you, complaints seem to be on the rise and you think, “time for another customer service seminar.”
The problem with this, of course, is that customer service is a day-to-day relationship. If you wait until you recognize the signs of things heading in the wrong direction, it could be too late. Just like other relationships, customer service in your practice needs consistent attention and creativity to keep things fresh and in the forefront of everyone’s mind. Just like other relationships, customer service is a living thing that needs care and feeding.
Here is what Customer Service isn’t:
Grand Rounds is a weekly summary of the best healthcare writing online, featuring stories, opinion and analysis from doctors, nurses, patients, researchers and administrators, as well as journalists. Each Tuesday, a different blogger takes the helm, publishing a new edition of Grand Rounds on their site. Each edition features the hosts picks for the ten best healthcare links of the week.
This week, one of my very favorite bloggers hosts Grand Rounds, Dr. Bryan Vartabedian of the famed blog 33charts.com. Dr. V. is a pediatric gastroenterologist at Texas Children’s Hospital/Baylor College of Medicine. If you’ve never read Dr. V’s blog, try it – his writing is excellent.
Here’s his intro:
Welcome to this edition of Medical Grand Rounds. I scoured the web and pulled together what I think are some of the more interesting posts and news items of the past couple of weeks. Ive tried to explore some voices that perhaps havent crossed your radar. Weve got sociologists, medical students, IT gurus, medical futurists and even a couple of doctors. Some of the discussions have related posts that you might find interesting. Posts are not listed in any particular order.
Give yourself a little gift and click here to read Grand Rounds.
Happy New Year!
What will your practice achieve in the coming year? Many people make resolutions to improve themselves when the new year rolls around, but what about your practice? With all the changes in the industry, it can be tempting to just “hang on tight” through all the speculation and uncertainty, but technology and strong leadership will allow the highest performing practices and groups to get ahead and cement their market position in trying times.
To help your practice be a leader in the market, Manage My Practice is presenting a series of 12 articles outlining strategies, (or “Resolutions”, if you will) to take your practice to the next level in the coming year. Look for the next article on Thursday, and share your practice’s resolutions, and ideas for 2012 below! Don’t want to miss a single article? Type your email address in the upper right-hand corner box and get the articles fresh off the presses into your inbox.
What is a Practice Dashboard?
You’ve probably heard the adage ‘You can’t manage what you can’t measure!” The Dashboard is a way to capture key pieces of data in your practice and demonstrate your management skills to your stakeholders.
In between polishing off leftover turkey and stuffing, we’re looking back over some of our most popular posts from the month in case you might’ve missed them the first go round. Thankfully Presenting, The Best of Manage My Practice, November 2011!
- Compliance: a critical issue for all practices, but a subject so expansive, where do you even begin? Learn the “Big Three” with Stark, False Claims and Anti-Kickback Laws: Easy Ways to Stay Compliant with the Big Three in Healthcare
- Are your record retention policies up to date? Can you say with confidence that you have hard copies of everything you should? Find out with Record Retention Simplified – The Ultimate Guideline
- Are you or someone you know thinking about Medical Coding as a a possible career? Follow along with Coder Bob in Tales of a Coder Part III: School Begins
- Are you the kind of leader that can see your group through the toughest of times? Bob Cooper asks practice managers in Are You a Resilient Leader?
We’ve started this monthly wrap-up to make sure you don’t miss any of the great stuff we post throughout the month on Manage My Practice, but we also want to hear from you! What were your favorite posts and discussions this month? Did we skip over your favorite from November? Let us know in the comments!
I lost power in my home and office from last Saturday until this past Thursday evening due to an unexpected snow storm.
What did I learn about being resilient over these last few days, and what are the lessons that can benefit all leaders?
My family and I returned to our home last Saturday to find that we did not have heat or electricity. Our assumption was that the utility company will have the problem resolved within 24 hours. After the 24 hours came and went, we realized that we may have to deal with this problem for several days (that’s the information we were being given by our neighbors).
Each night, my wife, son, and I would wear several layers of clothes to deal with the cold environment. We listened to the radio and tried to make the best of the situation. During the day I found myself going to Starbucks so I could have e-mail access and charge my phone. This became my office. I found neighbors to be very helpful, with everyone looking to pitch in and assist each other. This routine continued until the lights came back on Thursday.
What are the lessons learned during this period?
Mary Pat’s Note: This first ran in 2009 and it continues to be a visitor-favorite! If you are using it and added your own rules to it – leave us a note in the comments and share your own “Golden Rules.”
Sometimes employees do not understand or follow the most basic of workplace guidelines. Here is a simple but comprehensive list that you can tweak to make your own. It covers about 25 basics in a short list of ten “Golden Rules”. Make it part of each job description or personnel handbook and/or post it in strategic places.
- Report to work on time daily. Be ready at your desk to begin work at the designated time. Leave promptly for lunch and return to work when you should, unless you’ve made special arrangements with your supervisor. Take breaks on the honor system and do not abuse the privilege. Clock in and out faithfully.
- Command respect from the physicians, managers and employees of (your practice name here) by demonstrating total professionalism in the workplace with your dress, your demeanor and conversation. Represent the practice in a way that would make your Mother and your boss proud of you. Treat your co-workers as you would like to be treated.
- Be economical by not wasting time or supplies or doing sloppy work that must be re-done.
- Give every patient your total attention, patience and courtesy. Do not assume you know what the patient is going to say, but listen carefully to the patient (in-person or on the phone) so you can assist them to the best of your ability. Remember how good it feels to be the center of someone’s attention and give that gift to every single patient.
- Keep your supervisor aware of any problems in your workload, whether too much or too little. Do not expect your supervisor to know if you are falling behind or caught up.
- Document all interactions with patients and other medical facilities to assist your co-workers in knowing what you have done, and document your resolution of the situation to the customer’s satisfaction.
- Strive for a positive attitude every single day. Don’t whine.
- Be a team player. This means both covering for your co-workers and knowing that they will cover you. This means supporting your co-workers to their faces and behind their backs. This means having (your practice name here) goals for your goals, and knowing that your success will be your team’s success, and ultimately, the success of the practice.
- Clean up your own messes and act as an adult acts in the workplace: responsibly, maturely, and with thought for others. Accept blame for your own mistakes, knowing that everyone makes them, and that if no one is making any mistakes, nothing is improving.
- Contribute to making (your practice name here) a good place to work. Only you can create a place where everyone enjoys working. Only you can make this place a good place to be.
For more medical office rules, read “21 Common Sense Rules for Medical Offices.”
Photo credit: Barbara Helgason | Dreamstime.com
It’s taken me a long time to realize that I’m part of a seriously small group that likes, or at least tolerates change well. People universally HATE change and will do most anything to avoid it. So what is a manager to do when charged with making change happen, or when leading your own change initiative?
Know the Change
Map out the change and do your best to understand every possible implication of the change. Have a trusted colleague or mentor review the map with you and see if you’ve neglected to consider any angle. For instance, if your plan is to offer Saturday clinic hours, make sure you’ve considered:
- A budget for the change – are all the stakeholders in agreement on the money that will be spent to make the change? Is this a pilot for a specific time period or will the Saturday hours be continued regardless of the patient volume?
- How will it be decided which staff will work Saturdays? Will working Saturdays be optional or mandatory? Will staff be allowed to earn overtime, or will they have to adjust their weekday schedule? Will there be a pay differential for Saturday hours? Will there be lots of staff wanting to work Saturdays or will there be no staff wanting to work Saturdays? Because they are so personal, staffing and payroll will always be the stickiest parts of making change happen, so assign them top priority!
- How will it be decided which physicians or mid-level providers will work on Saturdays? Have issues with pay, call, and time off been resolved?
- A marketing plan for the new Saturday hours. Letting people know that you will be open Saturdays is critical to the success of the plan.
- Will all services be offered on Saturdays, or will it be modeled after on an urgent care? If it is an urgent care model, will it be billed as an urgent care visit and will co-pays be collected for urgent care services? How will an urgent care model be communicated to patients so they are not surprised when there are different terms of service than they usually encounter?
- What, if any, changes will need to be made to forms, the computer system, HVAC, security, janitorial, lights, payroll system, etc. What workflows might need to be changed because the practice is not used to operating on Saturdays? Role play a patient coming for a Saturday appointment and map out all the possibilities.
Frame the Change Message
Let everyone know why the change is being considered/happening. Craft the change message into something repeatable. Everyone must understand the reason and must be able to attach the reason to a change message. It could be “We’re growing!” or “More service for our patients” or “We will thrive.” Whatever one or two messages you choose, repeat them in your Rule of Seven (see below) and throughout your change process. Explain that the change is coming because:
Peter Polack, MD of Medical Practice Trends interviewed me recently for a series of podcasts for his site. Here we talk about “How To Tell If Your Practice Is Well-Managed.” Click here to listen.
- Warning signs that your practice has management issues
- Why hiring your spouse as your manager may cost you in the long run
- Standard benchmarks that typical practices should be aware of
- The importance of being a calm practice
The east coast has experienced one of the worst hurricanes in recent history, with tremendous damage and loss of life. Some of the most significant lessonscan be learned by observing leadership during extremely difficult times.
The following are several observations relative to leadership during this difficult time:
Goal Clarity
Several leaders from the President to local officials consistently stated that every effort is being made to save lives. This is very important to assist individuals to understand the rationale for decisions being made. For example, mandatory evacuations were being ordered to protect individuals. Many people thought this was an overreaction. It’s impossible to get everyone to agree on an action – but the decisions link directly to the goal. It’s very easy after the fact to criticize, but had these actions not been taken, more lives would have been lost. During times of change and uncertainty leaders must communicate the focus of the effort, with a clarity of purpose.
OngoingCommunication
I recall seeing New York City Mayor Bloomberg at least 3 or 4 times providing status updates, and reinforcing the objective. He would ask other members of his team to give additional information as required.
Poise
Regardless of how these leaders were feeling inside, they conveyed a sense of optimism.They clearly communicated their level of concern, but showed a sense of being in control. Great leaders understand that when others are losing their cool, they must project a sense of confidence – both in the people who are executing the various strategies, and the outcome overall.
