Lead by Lagging

The traditional image of a leader is that of a person with mind on destination, vision beyond the horizon, feet on the ground building a path by walking it, and doggedly setting the pace.


But lagging is also a critical skill of leaders. Only through purposeful lagging can leaders identify those who are falling behind and why. Only by lagging can a helping hand be offered. Only by lagging can new leaders be given the space to learn to lead. 


Leaders unwilling to strategically lag are likely to leave critical talent unnecessarily at the side of the road.


All the Best!


Bob


(c) copyright 2010
Performance Builders

Leading Mindsets

Leaders envision new promise. Leaders enable new possibilities. Leaders embolden others. 


It all begins with a leader's mindset. ...A mindset that sees: abundance rather than scarcity, potential rather than problems, creativity rather than constraints, effort rather than talent. A mindset that seeks: learning rather than validation and challenge rather than protection. 


Mindsets are mental filters that change experiences, perceptions and realities. 


Mindsets are a big deal! The best leaders make mindset considerations a central element when selecting team members. 


All the Best!


Bob


(c) copyright 2010
Performance Builders

Leading as Champions

Leaders are champions - not small "c" champions, but big "C" Champions. Let's consider the difference.

In our society the term champion is typically used in the context of holding first place in a sports contest - e.g. NFL WORLD CHAMPIONSHIP TEAM. That definition comes with images of the index finger reaching skyward, strutting, whooping, and all sorts of celebration. Small "c" champions are all about BIG ME EGOS... SEE ME!, RESPECT ME! ADMIRE ME!, ENVY ME!, ME, ME, ME. ME! 


Small "c" = BIG ME!

But there's another more ancient meaning of champion - its the Big "C" version. 


It relates to one who represents/protects his/her people in battle - think David & Goliath. Big "C" Champions get involved. They become vulnerable. They model courage and in doing so encourage others. Big "C" Champions demonstrate the best of the human spirit in unselfish service and generosity. And one more thing - they FINISH! 


It's not about winning or losing, but rather, about always showing-up, always giving it everything one has, and it's about seeing things through to the end - the very end - win or lose.

All The Best!

Bob

(c) Copyright 2010

Performance Builders

Quotable

"Consequences don't make us, choices do." -Anonymous

Leading by Following

Great leaders are also committed followers. 


They follow performance (their own and that of others), markets, customers, employees, ideas, inventions, innovations, trends, forecasts, pundits, and more... In doing so, they become sensitive and skilled at spotting inconsistencies, disconnects, shortcomings, challenges, and opportunities. 


In short, they become experts in defining reality - realities that others miss. 


As followers themselves, they understand the needs, motivations, fears, and aspirations of others. Great leaders are always great followers - not necessarily of other people, but of that which is happening around them. 


They are connected. They are tuned in and turned on. 


They are fueled by external realities juxtaposed with internal purpose and passion. 


Within the leader, creative tension resides in the space that exists between their leading and their following. Like black and white, yin and yang, good and evil, following and leading  breeds thoughtfulness and creativity. Leaders occupy and exploit the "in-between".


All the Best!


Bob


(c) copyright 2010
Performance Builders

Wellness to Willness

I've had several conversations this week in which the topic of wellness came up. Its a term that's been around for a couple of decades now and frankly its not gotten much traction in either therapy or training. Kind of a ho-hum thing...


Some of the most significant health issues today are related to lifestyle disease - you know... obesity, diabetes, and heart disease to name just a few. 


I'll suggest that today its less about wellness than it is about willness. The challenge is to advocate, educate, and provoke. Wellness comes only after willingness! Wellness is a matter of will, willingness, and willfulness. 


Willness is three dimensional - mind, body, and spirit. Perhaps its time for a new vocabulary to go along with new attitudes, behaviors, and health.


All the Best!


Bob


(c) copyright 2010
Performance Builders

Leadership - Push or Pull

Everyone resists change. Why because it comes with a cost. There is risk, uncertainty, vulnerability; and energy is required. Energy is never free. 


For most people change comes down to the question, "What's in it for me?" Change is personal. 


Change must overcome inertia to be realized. Inertia is resistance in all of its many forms...


There are those who simply ignore change by doing what they have always done even in the face of certain harm. Others will dismiss change with a simple "yes, BUT" response - "Yes, but not here", "Yes, but not for me", "Yes, but not now", "Yes, but...". Some will deny the need for change siting special circumstances or an alternative truth. There are those who will actively resist change to protect their perceived benefit from the status quo. Others will give lip service but not engage. Some will publicly support change then actively undermine it with passive aggression. 


Then there are those who will will support change; advocate for change, and a small handful that will lead change. They are always relatively small in number but nothing changes without them. They are all leaders at various points on the spectrum of leadership. They are all essential.


Effective leaders recognize the many faces of resistance to change. They define a consistent reality from multiple perspectives. They introduce alternative belief systems that others can adopt as their own. They secure credibility by leading from values. 


Leaders are craftsman. They work with passion, persistence, and precision. They sculpture lives by shaping awareness, perception, attitudes, understandings, and behaviors. They shine light on truth and reality and possibility. They give voice to opportunity. They push potential and they pull with dreams.


All the Best!


Bob


(c) Copyright 2010
Performance Builders

Quotable

“If it's a new problem, perhaps it demands a new approach. If it's an old problem, it certainly does.”

Leadership - Two Kinds of Leaders

There are two kinds of leaders. Those who take people somewhere that benefits the leader; and those who take people somewhere that benefits the people. 

Leadership is not about changing "them" but rather about empowering people to better "themselves" and each other. Leadership is inherently about facilitating behaviors and enriching cultures. Anything less is manipulative, exploitive, and unsustainable. 

Such leadership is more about evolution than revolution. Evolution provides continuity upon which people can build. Revolution produces confusion, pain, guilt, and fear. 

Leadership is about building bridges to bring people safely and successfully to "a better place". It helps a lot if it is a place where people want to go, and that they understand both the realities "there" and "getting there". 

Such is leadership ...defining reality, casting the vision, removing obstacles, empowering others, showing the way, and helping those who struggle.

The measure of a leader is not in the number of follower's acquired but in the number of new leaders inspired. To lead, just keep doing the next right thing and consider what might come after next.

All the Best!

Bob

(c) copyright 2010

Performance Builders

Leadership

Leadership is certainly both an art and a science - much has been written on the topic but understanding and application consistently fall short in most organizations. 


Perhaps a good place to start is to understand a few definitions that commonly muddy the water of understanding - Management, Leadership, Coaching, and Mentoring. All four roles may address matters of performance but there are important differences - differences that make a difference. 


Management is primarily focused on matters of command and control. It's about  performance optimization through delegation and accountability within existing, defined parameters, rules, and metrics for success. Its about getting the most of what already is - i.e. what's "in the box".


Leadership is primarily focused on matters of vision and change. Its about transformation from one reality to another. Its about new parameter, rules, metrics, and opportunity. Its about innovation - i.e. what's "outside of the box". 


Coaching is primarily focused on matters of performance ability to respond to an existing problem or challenge. Coaching has an agenda and is task oriented. Its priority is performance and style by leveraging one's own resources.  It's a job.


Mentoring is primarily focused on matters of affirmation/nurturing/counseling an individual with less knowledgeable or experience. Mentoring does not have an agenda and is learning oriented. Its a self-selecting relationship.


There is a common denominator amongst these four roles, it is trust. Without trust all four roles will be compromised and results limited.


Trust has three elements - Integrity (do what you say you will do and behaving in a consistent and coherent fashion); Results (producing deliverables and value); and showing concern for others (putting others ahead of self). Too often these four roles are undermined by a lack of trust. When that happens there can not be honest discussion, commitment, accountability,or results.


With these understandings as a simple foundation, we will consider insights on leadership in the upcoming posts.


All the Best!


Bob


(c) copyright 2010
Performance Builders 

Creating Value

Occasionally great explanations come along that are worth sharing - this is one of them. ENJOY!

McKinsey Quarterly - The Four Corners of Corporate Finance


All the Best!


Bob

Leadership

It's great to be back! My time away included volunteer time with Safe Water Team and Free2Play, continuing education, speaking engagements, recreation, travel, and time with family and friends. Loved it!


Now I would like to turn our attention to the topic of leadership. We will consider leadership, management, mentoring, and coaching. We will use the writings of a variety of leadership experts to stimulate our thinking.


The measure of leadership is not "follower-ship" but rather the creation of new and capable leaders! 


All the Best!


Bob


(c) copyright 2010
Performance Builders

Blogging Break

I'll be taking Blogging Break for a couple of Months - Be back blogging in November. See you then...

Quotable - Truth Series

“Truth is ever evolving” - Rachel Naomi Remen

Marketing -Selling

Image not being comfortable selling your own professional expertise! Many, perhaps most, professional service providers are uncomfortable with just such financial, marketing and sales related conversations. It is largely because those topics have not been a part of their professional training and they have not had the privilege of mentoring. As a result most lack a framework for marketing discussions and thus the confidence to engage in such conversations even though they are essential to practice and professional growth. And, it costs the professional, the practice and the profession PLENTY.

In his classic book SPIN Selling, Neil Rackham explains one marketing discussion strategy that uses the acronym SPIN - which stands for Situation, Problem, Implications, and Need-Payoff. The approach is simple, effective and valuable for all professionals to learn. The SPIN approach allows anyone with a little practice to engage in the kind of logical and effective marketing/sales conversation that secures business.

Situation pertains to the the context, background, and environment in which the conversation takes place. It is the opener for the conversation. It can begin with a question as simple as, "How is it going?" or "What's happening?" Listen carefully - much will be exposed.

That exchange leads into conversation as to what underlying Problem might be causing the Situation. It's important to get to root causes by asking probing questions. The simple question, "Why?" asked repeatedly is an effective tool for getting to the problematic heart of a Situation.

From there the conversation shifts to the asking about the Implications of the Problem. The Implications allow one to begin to appreciate the multidimensional impact that the underlying Problem is causing. The Implications will likely have financial, political, social, emotional, competitive, and security dimensions. This portion of the conversation lends breadth and depth perspective.

The final portion of the conversation leads into a consideration and understanding of Need-Payoff. The intent here is to quantify the net cost and opportunity that is implied by the Implications. It provides the foundation for monetizing the Situation. This portion of the conversation establishes the necessity, urgency, logic and justification for making a decision to purchase: and provides the seller with critically valuable pricing information. It shifts the discussion from one of price to one of value.

For example, what begins as a Situation described as " We're tired and burned-out" could expose a root Problem involving the loss of trust in an important business relationship; the Implications of which could be far reaching including high turnover, inability to recruit talent, loss of business, eroding job security, loss of sleep and related medical issues, and possible bankruptcy. The Net-Need could translate into millions of dollars being at stake. A solution for the Problem in this Situation would obviously have significant value and high probability for making a deal. 

Business opportunity is everywhere - and usually just a conversation away. But in marketing and sales, one can't afford to allow such opportunities to be just another conversation. There  is much value in having a strategy that can spin it into something significant. 

Sales and marketing training for all professional service providers should be a strategic skill that is taught and mentored within every practice - assuming that all practices have the need and aspiration to grow. SPIN Selling warrants being a part of the core curriculum.

All The Best!

Bob

(c) Copyright 2010 

Performance Builders

Quotable - Truth Series

“There’s nothing truer than truth” - Family Motto 

Marketing - Messaging

In his recent book Marketing 3.0, Philip Kotler differentiates key shifts in marketing messaging that have taken place over the past half century and that continue to evolve today. Message shifts that has considerable significance for practice owners who seek a competitive advantage in challenging markets.


He defines marketing 1.0, 2.0, and 3.0 as an evolution in messaging from being product -centric to consumer-centric to a centricity that touches the hearts and spirits of others. 


It represents a shift from the what of practice beyond the how of practice to new fertile territory that considers the why of practice. 


It is the why that touches hearts. It is the why that challenges a practice's integrity, its mission, vision, values, and beliefs. It is a why that challenges old marketing strategies, tired "me to" marketing messages, and the web content of virtually every practice website in the nation. 


It is no longer about the alphabet of credentials following the names of professionals or the self-aggrandizement of providers all claiming to be "uniquely qualified", and "special" complete with evidence and outcomes. It is now simply about the value (not necessarily quality) brought to the community serviced. It is about how the values of the organization aligns with the values and priorities of the people it serves. It creates an environment in which there is little place to hide. An environment in which integrity it everything. Its about walking the talk all of the time. 


In my experience in the sectors of institutional practice, private practice, and nonprofit humanitarian organizations, Marketing 3.0 rings true. For the few truly progressive practices it is the crystal clear tone of opportunity; for most others, it is the final tolling bell that marks a passing. 


Does your market messaging speak of opportunity or passing?


All the Best!


Bob


(c) Copyright 2010 
Performance Builders

Quotable - Truth Series

"It's not denial. We're just selective about the truth we accept" - Bob Wiersma

Marketing - Choices

It was back in the mid 1990s that Tracy and Wiersema published an article in the Harvard Business Review titled, The Discipline of Market Leaders. In that article they discussed the choices that are available to all professionals and practices. Choices that impact staffing, training, competencies, competition, marketing, opportunity, growth, job security and relevancy. 


They identified three areas of exceptional performance to which companies can aspire - innovation, customer intimacy, and operational excellence as modeled by Nike, Nordstroms, and Wall-Mart respectively. Their key point was that all companies and organizations need a minimal level of competency in each of these domains but can only excel to world-class performance in one. 


One core choice focuses, informs and disciplines. World-class performance begins with a world-changing decision. 


In 2010, the same three options persist. They invite a choice that most professionals and practices will never make. Not making the choice is also a choice - one that guarantees mediocrity.


I've had a series of interesting conversations with practice owners and managers over the past year on the topic of what it means to rise to "world-class" performance in our professions. Not surprisingly, world-class is poorly understood within our highly fragmented, self-centric, and locally oriented industry. When it comes to best practices and outcomes, most professionals swim in a very small pond. Very few professionals or practices have recognized, much less considered, the prerequisite choices on which world-class performance, competitive advantage, and community contribution depends; and on which potent marketing depends.


The choice made by market leaders and the discipline such choices inspire is what differentiates the best from all of the rest. The choice is a difference that makes a difference - a difference with distinction - a difference that brands. Marketing in the physical therapy, rehabilitation, and personal training sectors tends to be undifferentiated and unremarkable. In such markets, great value can be created and rich opportunity can be found.


It all begins with fundamental choices that may be made. What do you want to become? To what level of performance do you aspire - "get by", "good enough", "average", "better than most", "best in town", or "world-class"? To what will you say "yes" and to what will you say "no"? How will you discriminate between competing needs and opportunities? To whom and about what will your messages be directed?


Most professionals and practices DO NOT ASPIRE TO WORLD-CLASS AND NEVER WILL! That truth offers a remarkable opportunity for the elite few who do. And it is on that understanding that "me too marketing" and "Meaningful Marketing" are differentiated. It is on that understanding that  market messaging may be transformed into messaging that touches and transforms the hearts, spirits and lives of people.


Marketing begins with choices and commitments.  Anything less is just words...


All The Best!


Bob


(c) Copyright 2010
Performance Builders

Quotable - Truth Series

“Leadership at the speed of Trust”  - Stephen Covey

Marketing - Introduction

After many months with two long series of posts on Performance related topics, I'm going to switch gears for a shorter series of posts on marketing (Cell 4 in the Performance Matters Matrix). Most practices struggle with marketing. Most professionals acknowledge being less than comfortable with marketing and it shows! Most are unsatisfied with their current marketing initiatives. 


Sure there are seminars and workshops. Yes there are boilerplate subscription services distributing ho-hum marketing materials - to EVERYONE. Of course you can follow the pack - follow the formula. But what if the pack is broken-down and rusting at the side of the road? What if the old formula is... well OLD, WORN-OUT, TIRED, BORING, INEFFECTIVE? 


Snoooooooze!


Marketing is more than one more poorly written newsletter, another bagel run to referral sources, another teeshirt with a silly slogan that seldom gets worn and too often not understood, or a me-too website claiming to be "SO SPECIAL" - just like everyone else....


Isn't there more? 


You bet there is. Marketing is the fuel for growth and opportunity. To grow you want a tank-full of go-get'em fuel so you can go the distance. Why race with Regular fuel when Premium is available? Have you considered Racing Fuel? How about Jet Fuel? Maybe.... a hydrogen cell? ...Ya, Now that's the ticket!


No of course you don't need the high octane stuff - that is, not unless you're out to win the race... Perhaps you're not out to win... Perhaps Regular Marketing Fuel is "good enough" for you. But is it good enough for your clients, patients, referral sources, staff? Is it good enough for the communities you serve? Go ahead ask them. 


What they will tell you is that they're not looking for "good enough". They want to run with winners! Why? ...Why not! They want performance. They want value. They want to know they made the right decision. Not because you said so, but because their friends say so. They want bragging rights! Don't you?


So let's have some conversations about what's wrong with marketing...


All the Best!


Bob


(c) Copyright 2010 
Performance Builders

Marketing - Introduction

After many months with two long series of posts on Performance related topics, I'm going to switch gears for a shorter series of posts on marketing (Cell 4 in the Performance Matters Matrix). Most practices struggle with marketing. Most professionals acknowledge being less than comfortable with marketing and it shows! Most are unsatisfied with their current marketing initiatives. 


Sure there are seminars and workshops. Yes there are boilerplate subscription services distributing ho-hum marketing materials - to EVERYONE. Of course you can follow the pack - follow the formula. But what if the pack is broken-down and rusting at the side of the road? What if the old formula is... well OLD, WORN-OUT, TIRED, BORING, INEFFECTIVE? 


Snoooooooze!


Marketing is more than one more poorly written newsletter, another bagel run to referral sources, another teeshirt with a silly slogan that seldom gets worn and too often not understood, or a me-too website claiming to be "SO SPECIAL" - just like everyone else....


Isn't there more? 


You bet there is. Marketing is the fuel for growth and opportunity. To grow you want a tank-full of go-get'em fuel so you can go the distance. Why race with Regular fuel when Premium is available? Have you considered Racing Fuel? How about Jet Fuel? Maybe.... a hydrogen cell? ...Ya, Now that's the ticket!


No of course you don't need the high octane stuff - that is, not unless you're out to win the race... Perhaps you're not out to win... Perhaps Regular Marketing Fuel is "good enough" for you. But is it good enough for your clients, patients, referral sources, staff? Is it good enough for the communities you serve? Go ahead ask them. 


What they will tell you is that they're not looking for "good enough". They want to run with winners! Why? ...Why not! They want performance. They want value. They want to know they made the right decision. Not because you said so, but because their friends say so. They want bragging rights! Don't you?


So let's have some conversations about what's wrong with marketing...


All the Best!


Bob


(c) Copyright 2010 
Performance Builders

Marketing - Introduction

After many months with two long series of posts on Performance related topics, I'm going to switch gears for a shorter series of posts on marketing (Cell 4 in the Performance Matters Matrix). Most practices struggle with marketing. Most professionals acknowledge being less than comfortable with marketing and it shows! Most are unsatisfied with their current marketing initiatives. 


Sure there are seminars and workshops. Yes there are boilerplate subscription services distributing ho-hum marketing materials - to EVERYONE. Of course you can follow the pack - follow the formula. But what if the pack is broken-down and rusting at the side of the road? What if the old formula is... well OLD, WORN-OUT, TIRED, BORING, INEFFECTIVE? 


Snoooooooze!


Marketing is more than one more poorly written newsletter, another bagel run to referral sources, another teeshirt with a silly slogan that seldom gets worn and too often not understood, or a me-too website claiming to be "SO SPECIAL" - just like everyone else....


Isn't there more? 


You bet there is. Marketing is the fuel for growth and opportunity. To grow you want a tank-full of go-get'em fuel so you can go the distance. Why race with Regular fuel when Premium is available? Have you considered Racing Fuel? How about Jet Fuel? Maybe.... a hydrogen cell? ...Ya, Now that's the ticket!


No of course you don't need the high octane stuff - that is, not unless you're out to win the race... Perhaps you're not out to win... Perhaps Regular Marketing Fuel is "good enough" for you. But is it good enough for your clients, patients, referral sources, staff? Is it good enough for the communities you serve? Go ahead ask them. 


What they will tell you is that they're not looking for "good enough". They want to run with winners! Why? ...Why not! They want performance. They want value. They want to know they made the right decision. Not because you said so, but because their friends say so. They want bragging rights! Don't you?


So let's have some conversations about what's wrong with marketing...


All the Best!


Bob

(c) Copyright 2010 
Performance Builders

Quotable - Truth Series

“To act out of love for truth, “doing the truth in charity” is to act for truth alone, and without regard for consequences. Not that one recklessly does what seems to be good without care for possible disaster, but that one carefully chooses what one believes to be good and then leaves the good itself to produce its own good consequences in its own good time.”

- Thomas Merton, Conjectures of A Guilty Bystander

Performance Matters Matrix – MORE

The Performance Matters Matrix BLOG Series is a brief summary of topics covered in the Performance Matters Matrix Mentoring Program for practice owners and managers. The program is offered by Performance Builders - contact us for more information.


(c) Copyright 2010
Performance Builders

Quotable - Truth Series

“Everything will line up perfectly when knowing and living the truth becomes more important than looking good” - Alan Cohen

Performance Matters - Closing Thoughts

Performance Matters - not just some but all of the time!


Why? Because performance is how reputations are forged. It's how opportunity takes root. It's how growth is nurtured. It's how reward is is justified. It's how communities are served, how jobs are secured, how excellence is evolved, and how people are provoked to rise to their potential. ...Because we owe it to ourselves and those around us. When we perform well we create value and build trust. Why would one settle for less?


Performance is multidimensional and complexly integrated. Performance is a matter of purpose, promise, potential, persistence, and pride - the stuff that inspires the human spirit and attracts talent. 


The Performance Matters Matrix provides a potent framework for the replication of high performance practice cultures. This framework is relatively easy to understand and makes intuitive sense but is neither quick nor easy to implement. Building a high performance culture is a journey but it all begins with a very simple but intentional decision - I will do it. 


Replication is not expensive, in fact, it is value generating. What is required is a modest investment in leadership to bring out the best in people. One must also acknowledge that some people are quite satisfied with mediocre - they must be be pruned away to allow resources to nurture the performance culture to enable it to blossom. 


I hope this Performance Matters blog series has stimulated a sense possibility for you. Few will set out on the performance journey because most people are satisfied with mediocre.  But perhaps you will be one of them who do - if so, it will be a life changing journey professionally and personally.  It will touch your mind,body and spirit. It will touch those around you as well and they will thank you. If you would like to explore the possibilities, be in touch with me. 


Thank you for your interest in the Performance Matters Series! 


All The Best


Bob


(c) Copyright 2010
Performance Builders

Quotable - Truth Series

 "Primitive people, as they are, taught me a new philosophy of life, for their ignorance is nearer the truth than our prejudice". - Carl Lumholtz

Performance Matters Matrix – Collecting

Collecting earned income for a business is like crossing the finish line in a race. Failure to finish is well, failure. Collected income is less about wealth creation than it is a validation of business strategy, operational systems, management decisions, professional judgment, regulatory compliance, and service value.  

The Collecting cell is located in the lower right corner of the Performance Matters Matrix. It is found at the intersection of financial value and results. Collecting contributes financial value in the most direct way possible; and builds trust by producing tangible evidence of the Practices relevance and financial  viability by providing compensation and return on investment to stakeholders – owners, employees, and vendors. Compensation is the last link of the value chain in all practices.

Collecting encompasses the receipt of cash payments such as co-pays and deductibles as well as deferred reimbursement paid privately or through third party payers. It includes the management of accounts receivable, resubmission of payment rejections, appealing rejections, working delinquent accounts, legal actions, write-offs, and related banking matters. Its work that takes place out-of-sight in the back office but always on the front burner of successful practices. It is a purely business function that is poorly understood by clinically trained managers with service-facing priorities.

The key metrics associated with collecting is Days in Accounts Receivable (Days in AR), also called Days of Services Outstanding (DSO) – i.e. how long on average it takes to collect what is owed. Aged Accounts Receivable provides a detailed profile as to the percentage of dollars owed over certain time periods – current (less than 30 days), 30-60 days,  60-90 days, 90-120 days, and 120+ days. It’s surprising how many practice owners overlook these vital metrics or are even unfamiliar with them.

Collecting involves optimizing several key processes: qualifying the practice to receive payment, verification and preauthorization of benefits, billing and collecting, reducing collecting related time and expense, continuous learning about ongoing reimbursement changes. Collecting is complex and ever evolving. It requires sophistication and accountability.

Collecting is a race that is run every day and the stakes are high – finish or be finished. Run well…

All The Best!

Bob

(c) copyright 2010

Performance Builders

Quotable - Truth Series

“The truth about “I can’t” is “I won’t.” - Anonymous

Performance Matters Matrix – Charging

Charging is the Achilles heel of most practices. In the mind of clinical professionals, compassion and service supersede all matters of business with the exception perhaps of their own compensation. The tendency for clinicians to undercharge is legendary. Tracking studies have found that 12- 15% undercharging is typical. When one realizes that the undercharged amount would go directly to the bottom line (profit) were it collected, the interest of management is tweaked.

Charging is located in the lower center of the Performance Matters Matrix. It’s value is obviously measured financially. It builds trust through the integrity that comes with the understanding of relatedness between promise and possibility and between money and mission. While mission is an organization’s appropriate focus and first priority, there is deep wisdom in the nonprofit humanitarian-aid  sector’s reminder of, “No money – no mission.” That reality is true for all organizations.

Charging is impacted by a host of variables such as: payer contracts, caps, discounts, and adjustments; care plans, charge capture, classification, coding, and posting; deductable / co-pay collections and cash management policies. Charging is a principle, a behavior and a discipline.

Charging encompasses matters of ethics, legality, fairness, integrity, accountability, and obligation. It determines the vitality, viability, and sustainability of an organization’s capacity to serve its community; it empowers an organization to  recruit, retain, train, and equip its staff.

Undercharging handicaps a professional community from carrying out its corporate social responsibilities for accessibility, affordability,  service, excellence, and advocacy. In that context, a professional community also has responsibilities for holding third party payers accountable for policy and decisions  that harm patients. Such responsibilities are compromised with undercharging. While regulators and watchdog agencies make isolated cases of fraudulent overcharging front page headlines, there is little if any recognition given to dedicated professionals who’s lack of business savvy and infrastructure undercharge billions of dollars annually in the US.

If cash flow is the life-blood of an organization (and it is) then charging is the life supporting heart that pumps it. Charging excellence is a competency of all top quartile practices. Statistically that means that charging excellence is not a competency of 75% of all practices!

With systems in place for charging excellence the stage is set for collecting…

All The Best!

Bob

(c) copyright 2010

Performance Builders

Quotable - Truth Series

“Do not follow people. Follow truth.” - Alan Cohen

Performance Matters Matrix – Scheduling

Productivity and profitability issues are always scheduling issues at their core. Scheduling creates value and builds trust by optimally aligning resource allocation with service needs and opportunities. When resources are managed effectively performance commitments are enabled.

The scheduling cell is located in the lower left corner of the Matrix. It controls the creation of financial value and builds trust by demonstrating concern and respect  for others by communicating shared expectations. Scheduling manages a Practices most important resources – time and competency. Schedulers are arguably the most significant non-clinical  people in a Practice yet their important time and attention is continually eroded by the constant disruption of passing font-desk  urgencies. Scheduling is a priority of the highest level.

Nothing gets delivered, charged or collected unless it first gets scheduled. That reality is reminiscent of an old baseball story… Three umpires are talking over drinks after a tournament. The rooky ump says, “Yup, I call-em the way I see-em.” The veteran ump says, “Well, I call-em the way they are!” The old-timer ump says, “Boys, they ain’t nothin till I call-em…” And so it is with scheduling.

Scheduling is complicated with vacations, sickness, time-off, transportation, emergencies, forgetfulness, thoughtlessness, and weather. There are considerations of treatment plans, staff training and competencies, facility / equipment capacity and internal, regulatory requirements, and external communications. Then there are matters of people’s idiosyncrasies, perceptions, priorities, attitudes, and willingness to accommodate. In a word, “COMPLICATED”. The measure of value is told by scheduling density, attendance rates, no-shows and cancellation metrics.

Top quartile business performance is never found where scheduling issues persist. While technology can facilitate scheduling, it, like clinical services, is primarily a matter of competency, creativity, and commitment.

With scheduling excellence comes the opportunity for charging optimization...

All The Best!

Bob

(c) copyright 2010

Performance Builders

Quotable - Truth Series

“The truth will set you free, but first it will annoy you big-time.”  - Anonymous

Performance Matters Matrix – Communications

Communications that are relevant, respectful, accurate, transparent, and timely are critical to building ones reputation on Trust and Value. Without such communications one may create affluence in the short term but not earn influence in the long term.

Communications occurs in the Performance Matters Matrix at the intersection of Relational Value and Results. Within the health services sector it is important that Communication be strategically used to establish realistic expectations, shape brag-about experiences, and celebrate superior results by providing evidence that the provider did what they said they would do.

Communication is about the telling of stories in the past, present, and future tense – what will happen, what is happening, and what did happen. Such stories are best told by those that who benefited as recipients of the Service. Through their telling authenticity, truth, and emotion are conveyed.

The provision of professional Services should always include a play-by-play Communication of the experience to assure that context and events will be interpreted and understood from a value adding perspective. The Service experience also provides an opportunity to coach the Service recipient in the telling of their evolving story and to provide them the opportunity to practice telling it.

Upon leaving the Service venue, the Service recipients become ultimate marketing agents for the Service provider by telling their stories of achievement and success. Each story becomes living and enduring evidence of valuable results.

Communication is a pass fail phenomena. Each story either builds or erodes the provider’s reputation there is no such thing as neutral. Never doubt that each story is told at least once! Stories that are not repeated are a lost opportunities.

On the stage of professional performances, each and every performance is evaluated, interpreted and talked about. There is just one chance to get it right. When "just right" doesn’t happen, there is again just one chance for recovery to make it right. Often stories of the recovery can be even more compelling – they are often the seeds of legend.

It is important to remember that in the Service sector, there is no such thing as casual conversation or a private performance. Every conversation whether spoken, written, or acted out creates a conscious or subconscious impression that influences value perception and results recognition.

When Communication is done well, it is followed by practice growth and the need to Schedule…

All the Best!

Bob

(c) Copyright 2010

Performance Builders

Quotable - Truth Series

“We can not approach truth from who we are. We think too small. We are confined and confining in our beliefs.” - Margret Wheatley

Performance Matters Matrix - Service

Service is patient/client centric, thus its position at the center of the Performance Matters Matrix. Service is at the heart of operations because it is the purpose of operations. Service is not a matter of provider words but rather one of client experience that aligns with the highest of expectations. It is where every client experience achieves optimal alignment and where a dynamic balance is perfectly sustained.

Service is where possibility and potential is transformed by perfect provider performances. Service focuses attention on the recipient rather than the provider. But paradoxically in doing so, the unique value and integrity of the giver is recognized and rewarded.

Service is a matter of Relational Integrity in the Performance Matters Matrix. Value is predicated on integrity – that is doing what one says they will do and delivering on one’s promises. A guarantee is at the very least implied.

The Service cell is the only cell that touches every other cell in the Performance Matters Matrix. It is as they say, “Where the rubber meets the road”, “Where the talk is walked”.

With Service the focus is not on location, facility and equipment – such operational elements only create an environment conducive to service. Service is a matter of provider purpose, priorities, perceptions, attitudes, behaviors, encouragement, and skill. It is a matter of relational competency, generosity, graciousness, humility and integrity. Its hallmark is a culture of realized potential.  Service is delivered through servant leadership.

Service is not about cutting corners; it is not about compromise. Close doesn’t count.

Service anticipates. It is authentic, responsive, vulnerable, and self-correcting. It is reliably, “Spot-on”. Service "does onto others as they need to be done unto".

With Service comes the privilege and necessity of communication…

All the Best!

Bob

(c) Copyright 2010

Performance Builders