Our Philosophy

New Challenges Demand New Leadership Skills and Approaches

Our Philosophy

New Challenges Demand New Leadership Skills and Approaches

by schaseadmin
our philosophy
Expectations for leaders in health care organizations have never been greater. Not only is the bar increasingly being raised for performance in operations, clinical quality, finance and service, but the rules defining exceptional performance are changing with the move to population health strategies. Health care leaders have grown up in a world dominated by regulations that prescribe specific policies and practices that define success. But today, payers and the public are increasingly concerned about not only what you do but the results that you achieve.
The new performance bar, which has been both raised and directionally shifted to reward different kinds of results, requires a new approach to leadership throughout the organization, especially at the middle management level.
In many areas, leaders are finding that the old “checklist” mentality focused on tactical compliance with discreet practices simply is not effective in moving the needle for new outcomes-focused metrics. CAHPS performance is a prime example. Organizations that have achieved success in core process measures, which lend themselves to tactical checklists to monitor performance, often are struggling to achieve the same superior results in the patient experience realm.

And the implications for suboptimal performance on H-CAHPS measures go beyond just the 30% of value-based purchasing incentives/penalties for below average performance. An insightful research study by Press Ganey looked at the organizational factors most closely aligned with readmission trends and found that H-CAHPS performance – not core clinical process measures – was the best predictor of patients being readmitted at an above average rate following an inpatient stay. Clearly, the way we communicate and the relationship we build with patients influences more than simply traditional “customer service” measures.

These findings all point to the need for a new management paradigm that concentrates not only on what we do as leaders, but on how we engage staff to provide a superior patient and employee experience that produces desired outcomes-focused results. At the heart of this new leadership paradigm is superior interpersonal communication competencies and behaviors that support a high-performance culture.

Top