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BestBusinessPractices

A collaborative discussion, led byDale Ernst & Ron Betzig

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OUR “COURSE DESCRIPTION”

Although we sometimes hate to admit it, health centers are businesses and business practices can be applied to health center

operations to improve results. This presentation is an interactive discussion of the application of business techniques to

health centers.

YOUR FACILITATORS . . .

Dale Ernst Vice President and Chief Financial Officer, Center for family Health

Ron BetzigDirector of Entrepreneurship Program, Jackson College

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BREAK INTO SMALL GROUPS

EMAIL ADDRESS name begins with the letter:

Group #1: A-G

Group #2: H-N

Group #3: O-Z

DILBERT, BY SCOTT ADAMS

SMALL GROUP DISCUSSION: DO YOU AGREE WITH SCOTT ADAMS?

“Adams makes fun of managers, in part because he distrusts top-

level managers, saying that leadership is really a crock.

Leadership is about manipulating people to get them to do something they don’t want to do, and there may

not be anything in it for them.” -Robert Lussier,Leadership

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If Scott Adams’ portrayal of leaders in the “Dilbert” comic isn’t bad enough, there’s another problem often associated with leadership…

“Groupthink”

“GROUPTHINK”

When members of a group agree on a decision not on the basis of its merit but because they don’t want to risk rejection for presenting a different opinion

Dissenting views are suppressed in favor of consensus.

Groupthink often leads to poor decisions because people’s personalities, rather than the merits of an argument, are the deciding factors.

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“Groupthink”Example:PatrickLencioni

AuthorofTHEADVANTAGE:WhyORGANIZATIONALHEALTH

TRUMPSEVERYTHINGELSEINBUSINESS

http://www.youtube.com/watch?v=Kj9hw0ngPJU

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DISCUSS IN YOUR SMALL GROUPS…

At the beginning of the video, what did Patrick Lencioni say was

the key to building a high performance team?

Patrick Lencioni:  Trust

• Source: Lencioni, The Five Dysfunctions of a Team (Jossey-Bass, 2002), p. 195.

Patrick Lencioni:  Trust

Continued…• Source: Lencioni, The Five Dysfunctions of a Team

(Jossey-Bass, 2002), p. 196.

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Patrick Lencioni:  Trust

• Source: Lencioni, The Five Dysfunctions of a Team (Jossey-Bass, 2002), p. 196.

Source: http://www.teamworkbound.com/wp-content/uploads/2012/06/Slide1.jpg

Networking: Maintaining a broad system of

contacts through which professional information

can flow.

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DISCUSS IN YOUR SMALL GROUPS…

What are the benefits of networking regularly

with people from other FQHCAs?

ACCORDING TO DR. ROBERT LUSSIER, (A RESEARCHER IN BEST MANAGEMENT PRACTICES):

Successful managers spend about

twice as much time networking

compared to non-successful managers.

NETWORKING: GUY KAWASAKI

Guy Kawaski is an extremely successful venture capitalist in Silicon Valley.

He was also the marketing director for the Apple Macintosh computer in the 1980s.

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GUY KAWASAKI: NETWORKING BY BUILDING TRUST

http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2671

As you watch the video, answer these questions in your small groups:

1) The “onus” is on you to do what?2) How does Amazon.com trust you? 3) What is the difference between “bakers and

eaters?” Which is a better networker? 4) What does “default to yes” mean?

Have you found it to be true?

NETWORKING: A KEY COMPONENT OF INNOVATION

JEFF DYER & HAL GREGERSONhttp://www.youtube.com/watch?v=HeeCANi20rA

JIM HAUDAN, CEO OF ROOT LEARNING

Root Learning is an international management consulting firm based in Sylvania, Ohio (just over the Michigan border).

Jim is the co-founded of Root Learning, and has worked with dozens of major corporations during the past 20 years.

In 2008 Jim wrote a book entitled, The Art of Engagement

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JIM HAUDAN, CEO OF ROOT LEARNING

“We soon came to realize that success did not actually depend on how masterfully a leader or manager could ‘see forward’ or perceive the detailed nuances of a new strategy. It depended on successfully engaging the rest of the organization…”

-Jim Haudan, The Art of Engagement, p. 12

JIM HAUDAN, CEO OF ROOT LEARNING

http://www.youtube.com/watch?v=zXCSJUS0UPc&feature=related

SMALL GROUP DISCUSSION

Jim Haudan emphasized the importance of getting everyone in an organization aligned with a strategy.

But how do leaders develop the strategy? What do you think leaders should consider first

when developing a strategy?

Discuss this question in your small group, and choose a leader to report to the whole group.

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JIM COLLINS, AUTHOR OF GOOD TO GREAT“You are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going. You have to decide where you're going, how you're going to get there, and who's going with you. Most people assume that great bus drivers (read: business leaders) immediately start the journey by announcing to the people on the bus where they're going—by setting a new direction or by articulating a fresh corporate vision. In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.”Source: http://www.jimcollins.com/article_topics/articles/good-to-great.html

QUICK HITTER:

What is the best way to MOTIVATE employees?

Discuss in your small groups.

Choose a leader to share your thoughts with the whole group.

JIM COLLINS:

”THE DOG THAT DID NOT BARK”

A Sherlock Holmes story…http://www.youtube.com/watch?v=bbwJHHegVwU&feature=relmfu

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Dr. Robert Lussier has found that effective strategic leaders are skilled at:

Building a highly effective, efficient, and motivated team of employees

Selecting, developing, and mentoring a talented team of leaders

Deciding on appropriate goals and priorities for achieving them

Effective communication

STRATEGIC LEADERSHIP

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DR. LUSSIER’S STRATEGIC FRAMEWORK

Effective strategists are said to perform four primary responsibilities: Conceptualize the organization’s vision, mission,

and core values (thought leader) Oversee the formulation of objectives, strategies,

policies, and structures that translate vision, mission, and core values into business decisions (walk the talk)

Create an environment and culture for organizational learning and mutual exchange between individuals and groups

Serve as steward and role model

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Analyze internal environment

Analyze externalenvironment

Vision/Mission

Strategic Goals

Formulate Strategy

Strategic Competitivenessand Above-Average Returns

FeedbackFeedback

Implement Strategy

Evaluate Strategy

STRATEGIC MANAGEMENT FRAMEWORK

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HOW DO YOU MAKE STRATEGY FLY?

You SWOT it!

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WHAT IS “SWOT”?

S:StrengthsW:WeaknessesO:OpportunitiesT:Threats:

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SWOT

SWOT is a very popular tool used by managers in many fields as a framework to

begin planning strategy.

It’s like the “ABCs” of strategy.

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WHAT DOES ERICA OLSEN HAVE TO SAY ABOUT SWOT?

Let’s find out…

http://www.youtube.com/watch?v=GNXYI10Po6A

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CAN I STAND FIRM AND STILL CHANGE?

“The Pivot”

One foot stand firm (in mission and core values)

One foot moves (to adapt to a changing market)

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“THE PIVOT”Eric Ries is an entrepreneur who wrote

The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically

Successful Businesses. (2011)

A key concept in this book is "the pivot“. Let’s watch…

https://www.youtube.com/watch?v=1hTI4z2ijc4&feature=kp

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Best of luck!