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    Alan Yordy

    7 Team Attributes to Teams that Work in Challenging Times & Through Rapid Innovation

    Global Impact: Rebecca Rock, RN and SABM CFO talks with HPI about two roles across two countries

    From Lab Trend Visionary to Dark Group CEO: HPI connects with the Founder and Editor of the Dark Report, Robert Michel

    Two Imaging Leaders, Two Systems, One Outcome: Communication

    From Communication Strength to Just in Time Reopening at MGH A conversation with Dr. James Brink, Chief of Radiology at Massachusetts General Hospital

    From Time Magazine to PBM Influencer: Sherri Ozawa's Mission to Define the Value of Blood

    Buried Blessings: Pandemic perspective from Tom Strauss, CEO at Sisters of Charity Health System

    Katie Castree, Career Healthcare Process Improvement Connoisseur

    Solving Lab Challenges through Recruiting Innovation: HPI connects with Lighthouse Lab Services President, Jon Harol

    Providing Value-Based Care in a Pandemic through Telehealth and Data Resources: An HPI exclusive with Dr. Darrel Weaver

    From Supply Chain Crisis to Innovation in a Pandemic

    From Navy Medic to running a Clinical Laboratory . . . during a pandemic

    Planning for Blood Shortages in a Pandemic with Dr. Claudia Cohn

    Blood Banking is more complex today than ever before. Rob Van Tuyle, President of Vitalant's Blood Division, tells us why.

    Profoundly Impacting Healthcare with Breakthrough Anemia Management

    Supporting Imaging Precisely Where You Need It

    Working Together Makes End of Life Conversations Easier to Have

    The Future of Imaging: Assessing the early impacts of COVID-19 and the path to innovation through Artificial Intelligence (AI) A conversation with Dr. Geoff Rubin

    Pivoting in a Pandemic: How a U.S. 3D printing manufacturer is helping healthcare in its time of need

    Mara G. Aspinall: Diagnostic evangelist educating the world on the power of diagnostics today

    How The Joint Commission is addressing the COVID-19 Pandemic

    CHI Nebraska’s Laboratory Director Connie Wilkins, describes How To Manage a Clinical Laboratory During the pandemic

    Former Commercial Lab Leader Highlights the Hospital Lab as the Solution to Community Sustainability in a Healthcare Crisis

    Three Phases Essential to Crisis Preparedness in Patient Blood Management with Anne Burkey of St. Luke's Health in Boise, ID

    The Importance of Agility in Your Lab

    Dr. Paul Biddinger Shares Three Ways to Prepare for COVID-19

    Bringing Clinical Skills to Operational Leadership During a Time of Crisis; Dr. Blanton, Chief Medical Officer at Peterson Health

    7 Team Attributes to Teams that Work in Challenging Times & Through Rapid Innovation

    From Finding Problems to Saving Lives: The Evolution of Interventional Radiology

    Identifying the Potential with AI in Radiology with Dr. Chung

    Communication in the C-Suite with Cliff Robertson of Catholic Health Initiatives

    Reviewing Your Patient Financial Journey with Melody W. Mulaik, President of Revenue Cycle Coding Strategies

    Ask An Accumen Expert: Carolyn Burns, MD, a Patient Blood Management Advocate

    Linda DeVee, Leads Radiology Services at Edward-Elmhurst Health

    Theresa Mouton, Market Chief Financial Officer with Steward Health

    PELITAS President and CEO Steven Huddleston Wants Patients to Have a Great Experience – Both Clinically and Financially

    How Do You Deal with 2 Billion Forms a Year? Ask Randy Campbell

    Medical Director of Telehealth for UAB Knocks Barriers Down to Treat Patients on Their Terms

    C-Suite Spotlight: Wayne Bohenek Chief Ancillary Services Officer, Bon Secours Mercy Health

    A Leader in the Laboratory Service Line : Pierre Mouawad

    Healthcare Partner: Autumn Farmer, Chief Laboratory Officer, Bon Secours Mercy Health

    How Imbio is using AI to close the gap of missed diagnosis with Mike Hostetler

    Spit Matters with Bill Phillips from Spectrum Solutions

    How COVID-19 inspired TeraRecon to accelerate their imaging solutions to the point of care with Jeff Sorensen

    If you find that a team you’re a player on is struggling, take a read through these 7 attributes. Where are you showing up strongest and where do you need to invest in yourself or your team?  Earlier this month we had some time with Alan Yordy, Senior Partner with CEO Advisory Network and pasted president of PeaceHealth. He shared some incredible insights on building teams that work.

    “Teams have a life. They’re built purposefully, cultivated, brought along together and then they dissolve. It’s a natural lifecycle and one that, when paid careful attention to in that cultivation phase can be incredibly successful,” shared Alan.

    7 Attributes of Teams that Work Well

    1. They like and respect one another.
    This may seem obvious but it’s not. Respect isn’t something that comes from a degree or from a singular experience. Respect is earned. Cultivating a team that respects one another necessitates clear expectations that are universal for every single team member.

    2. They invest in the relationship as a team.
    Sometimes team building gets a bad rap. We don’t need to swing on a ropes or walk through hot coals together, but there does need to be an investment in the relationship in terms of team building. This is done through spending social time together, participating in carefully designed team building activities or participating in service projects.

    3. They share a commitment to work together.
    With clear expectations, team members come together with their eyes open. The mission of the organization and needs of the team are clear. Regardless of the challenges they will face as a team, they share a commitment to do the work.

    4. Hard decisions can be made.
    In healthcare, clinicians are used to making difficult life- and death decisions. The scope and impact of decisions in executive leadership are equally critical. Teams often struggle when one team member does not support a decision. Having a clearly stated decision-making paradigm gives guidance as to how teams make decisions. Coming to a decision (not always consensus) is made easier with a decision-making tool. Too often teams act as if ten to one is a tie vote.

    5. Triangulation does not happen.
    “A third party never fixed a team issue” Alan shared, and this seemed particularly apt in the healthcare industry. Getting opinions, pulling in experts, and seeking outside council can frequently be seen as an advantage. But telling one member of a team about your issues with another member of the team creates triangulation. If two team members have an issue with each other, the solution is found in direct dialogue between the two.

    6. Diverse opinions.
    There is power in diversity. This is key in teams. We need diverse opinions and perspectives. We need to listen to all of the voices at the table. A team may not reach consensus but must make decisions and have multiple perspectives to make good decisions.

    7. Commitment to the decision.
    Regardless of the various opinions expressed as a team, the best teams make a commitment to the decision being made and stand behind it, regardless of their personal viewpoint. Teams and organizations struggle when a member of the team goes rogue and does not own a team decision. For decisions that are mission-critical to an organization, the closer a team can get to consensus, the better.

    For more on team commitments, see some the example of Executive Team Commitments from Alan Yordy below.

    SAMPLE EXECUTIVE TEAM COMMITMENTS 

    Behavioral Guidelines

    Trust and Verify: 
    Test assumptions and inferences

    No Secrets: 
    Share all relevant information

    Be Clear: 
    Use specific examples. Agree on what important words mean
    Explain your reasoning and your intent
    Expose the Elephants: Discuss undiscussables

    Be Transparent: 
    Express all concerns and relevant perspectives in, not after, the meeting

    Full disclosure of conflicts of interest and personal biases

    Be Respectful: 
    Be tough on issues, not on people
    Focus on interests and facts, not positions
    Combine advocacy and inquiry: express your point of view and invite others to inquire about your comments

    Decisions and Voting: 
    Be mindful of the scope and consequences of decisions; transformational decision with widespread impact need more time for reflection and dialogue; less consequential decision should be made efficiently.

    Decision owner and style are specified at the beginning of each decision item using the adopted decision-making model. Include this information at the beginning of each PPT.

    Use the decision model to generate clarity and the level of commitment needed.

    Only team members vote. No proxies.

    Decisions Made/Decisions Honored: Once made, decisions are supported without fail by every team member in and beyond the meeting, even though we may not reach consensus.

    Decisions Missed/Decisions Honored: If you miss a meeting; decisions are supported as if in attendance.

    Decisions can be revisited if new information becomes available after the decision was made.

    Celebrate and Renew: 
    Celebrate and recognize collective achievements and those of individuals.

    Recognize that we need to renew each other from time to time in the face of rigorous discussions.

    Recognize that cultivating relationships among team members is important.

    Alan Yordy

    Alan Yordy

    Senior Partner with CEO Advisory Network and pasted president of PeaceHealth