creating a culture of gentleness a michigan story
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Creating a Culture of Gentleness A Michigan Story. The Culture is your competitive advantage. Either the management defines the culture or the employees do. Mission statements and good intentions are not the same as a dynamic plan. - PowerPoint PPT PresentationTRANSCRIPT
CREATING A CULTURE OF GENTLENESS
A MICHIGAN STORY
THE CULTURE IS YOUR COMPETITIVE ADVANTAGE
Either the management defines the culture or the employees do
Mission statements and good intentions are not the same as a dynamic plan
Complex circumstances require clear principles that guide management when the going gets rough
Reputation is the best marketing tool for mental
health organizations
Budget negotiations favor organizations that have more to offer
Greater numbers of individuals can be supported with improved management skills
Expansion in other related fields is relatively
easy if an organization’s reputation is built on quality services.
EXPENSE IS A COMPETITIVE ADVANTAGE
REDUCE TURNOVER
Know your annual rate
Lower turnover equals lower expenses
In general, turnover is one of most significant variables in consumer instability
REDUCE UNEMPLOYMENT EXPENSE
Unemployment claims cost up to 10,000 per claim
Unemployment claims are very time consuming for administration
REDUCE WORKERS COMPENSATION
Violent consumers may seriously injure staff
Poor morale creates an environment that encourages frivolous claims
Virtually all claims negatively impact rates, even frivolous claims are expensive to resolve
REDUCE TRAINING EXPENSE
Decrease turnover, decrease the training
expense
REDUCE COMPLAINTS
Rights, licensing, and other complaints
frequently result in additional training to resolve issue(s)
Damaging to the reputation which can lead to loss of business
REDUCE COMPLAINTS
Many rights and licensing actions are related to consumer behavioral incidents
Complaints are very time consuming
Staff are generally the source of the complaint
Documented training, and administrative involvement in home operations will always be viewed favorably by regulatory agencies
REDUCE ADMINISTRATIVE EXPENSES
Hiring staff is time consuming and expensive
Troubled homes are a drain on resources
Troubled staff are a drain on resources
REDUCE ADMINISTRATIVE EXPENSES
Troubled homes and staff are a liability concern
Business growth is difficult with high administrative costs
MANAGEMENT IS A COMPETITIVE ADVANTAGE
CORPORATE STRUCTURE
CEO’s and administrative employees must have a business plan that directs leadership
Administrative mentors are a must - one for every 50 staff
CORPORATE STRUCTURE
Home managers are a must for quality
Managers must be supported in order for the business to experience beneficial growth
Managers directly impact turnover
Management is a greater factor than the individuals served
HOME MANAGEMENT STRUCTURE
Managers (5) days per week, must work hands-on with consumers
Asst. Managers (4) consecutive afternoons per week, must lead shift proactively
Weekend Supervisors, (1) for each day, must lead shift proactively
HOME MANAGEMENT STRUCTURE
Pay and benefits should increase at each level
Systematic development of future supervisors
All levels are educated in and expected to utilize (6) elements
ADMINISTRATION/MANAGER/STAFF INTERACTION
Manager meeting should be held weekly The primary purpose is to shape the culture of
the organization by interacting regularly with those that have the most power in the individuals’ life
The secondary purpose is to build morale, stay informed, share information, and to learn from one another
ADMINISTRATION/MANAGER/STAFF INTERACTION
Staff Meetings for each home every (2-6) weeks Meetings should be led by the CEO or admin staff The primary focus is to build morale and
reinforce the six elements-an agenda may be helpful for beginners
Meeting must not be permitted to become a negative experience for staff
Always leave enough time at the end of the meeting for private conversations with staff
STAFF TRAINING
An in-house training program to shape the culture of the organization is a must
Training should be viewed as a business investment; when done comprehensively it will allow a business to grow
STAFF TRAINING
Professional basic training is the beginning point
Medications and health should be taught by a RN
There are a variety of ways to train in the other required areas
TRAINING – SIX ELEMENTS
Safe and Valued
Praise and Demand
Structure and Transitions
TRAINING – SIX ELEMENTS
Taught in-house and reinforced at nearly every meeting
Utilized to introduce and train new staff, for transfers, during incidents, and as a problem- solving matrix
All raises, bonuses, and promotions will be made based on competency with the six elements
MANAGEMENT CULTURE – THINK GENTLE
Six elements as a management tool
MANAGEMENT CULTURE – THINK GENTLE
SAFE Staff feel relaxed around management even if there is
a problem
VALUED Staff are treated with dignity and respect at all times
MANAGEMENT CULTURE – THINK GENTLE
PRAISE The most powerful tool of all, it requires practice to use
this tool effectively
DEMANDS Figure out how others perceive you, open with the
positive
MANAGEMENT CULTURE – THINK GENTLE
STRUCTURE Proactive training, monitor standards, plan shifts, treat
everyone equally
TRANSITIONS Always have a transition plan for a new individual,
have detailed plan for introducing new staff, and other changes
HOME MANAGERS - COMMUNICATION
Staff logs need attention to work
Always speak to staff in private
Agendas are necessary, (3) items at most
Written instruction is necessary at times
Tell your supervisor if you are afraid
MENTORS
All administrative employees should be mentors
All clinical support agencies must have mentors
A mentor must be able to work directly with all individuals supported by the organization
MENTORS
Demonstrate a deep understanding of Gentle Teaching
Start interacting with an individual, whatever the situation
Develop and implement activity schedules
Organize and assign staff using a written system
MENTORS
Trouble-shoot the environment
Model how to handle violence
Assess the needs of the home
Possess authority and knowledge to reassign staff when necessary
ASSESSING THE PLAN
MANAGERS
Know how managers interact with staff
Negative managers have to change or go
TURNOVER
Track and know annual turnover rate
Track and know managers’ turnover rates
FINANCES
Review all worker’s compensation claims
Track and review the financials of each home, this includes overtime numbers
INCIDENTS
Review all IR’s involving physical management
Review all licensing and ORR investigation for each home
“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.”
Nelson Mandela
John R. WilliamsSenior Management Consultant The Center for Positive Living Supports PHONE (248) 336-9119 FAX (248) 336-9120positivelivingsupport.org [email protected]