Afleveringen
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This week, I speak with long-time colleague, Lisa DiTullio, principal of Project Chalk Talk, about managing change and how best to ensure your own - and your company's - competency and capacity for managing change.
Lisa and I were colleagues during the high profile turnaround at Harvard Pilgrim Health Care, an organization that transformed from state supervised receivership to the number one health plan in the United States, an experience that impact both of us greatly.
If you are in the midst of (or contemplating) change, this episode should prove most helpful. -
I am pleased to present an interview with Dr. Andrew Gerber, President of Silver Hill Hospital in New Canaan, Connecticut. Dr. Gerber is a clinician, leader, educator, and widely respected voice on issues pertaining to mental health care. In this interview, we discuss the current behavioral health "crisis" and the various issues impacting hospitals, physicians, patients, and... all of us. Consider this to be an excellent primer on the current state of the behavioral health industry.
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Zijn er afleveringen die ontbreken?
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With appreciation to David Storto, long-time health care industry leader, in this episode we explore the topic of Medicare Advantage.
We look at Medicare Advantage from the perspective of taxpayers, enrollees, and health care providers. As we discuss, there are some very important pros and cons to this governmental health care program… ones that impact patients, providers, and ultimately… all of us.
If you’re interested in getting in touch with David, feel free to send him a message at [email protected]. -
When the focus of a strategic planning initiative is to develop a "product", then that's an opportunity lost. Here, I suggest another way of thinking about strategic planning.
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"We are in a constant state of turnaround!"
Yeah, I don't buy it... -
If you are thinking about developing a merger, acquisition, joint venture, or strategic partnership strategy, I hope you'll find this episode helpful. Here, I outline a systematic four-step process by which successful organizations can proceed.
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Does the mission, vision, and values statement on the laminated sheets in your conference rooms accurately reflect your organization's culture?
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Making difficult decisions is the job of leaders. In this week's episode, I describe the three reasons that decisions can be difficult and suggest that understanding this can be helpful to not only making the decision but also to how you communicate it down the line.
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I use the term "mission driven organization" a lot. And when asked, I'm always happy to define what I mean by that. But... I've learned through the years that my definition is not the one that matters.
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All leaders want to be proactive, not reactive. But here's the thing: Just because you want to be proactive, be considered by others to be proactive, and do proactive seeming things, that does not mean that it’s true. In this week's episode, I point out a simple way to frame up a discussion that can help leaders make sure that everyone is on the same page for critical organizational decision making.
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Optimism is a good thing, right? Absolutely! But... and this starts innocently enough... a sincere desire to be (and seem) optimistic can, over time, give way to something that is... not so good.
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You have blind spots. I have blind spots. And they can impact our approach and our success. Remember, blind spots are only problematic when we ignore them.
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I've seen it happen and often to tragic effect. Boards will hire a leader to bring about substantive change... only to find out later that the process of creating that change caused more friction and tension than anticipated. This week's brief episode is a reflection on how best to prevent this sort of unpleasant surprise from happening. Thanks for listening.
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Some of us kittens look into a mirror and see a mighty lion staring back at us. Some of us lions see little kittens. Honest and clear-headed self evaluation is important... but alas this is a podcast about leading mission driven organizations and I'm no pop psychologist. Nevertheless, I believe that the parallels to leadership are worth thinking about. In this week's episode, I describe how gaining external feedback can be helpful.
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In my book, Saving Organizations That Matter, I describe the importance of "storytelling the mission", that is, describing the work of an organization and its mission in a compelling and even emotionally stirring manner. In this week's episode, I describe three quick tips for improving your ability to storytell the mission.
Thanks for listening. And please consider leaving a review on your podcast platform of choice. It helps others find us here. Thanks! -
For-profits... non-profits... what's the difference?
In this episode, I provide six reasons that the movement toward for-profit health care has had some negative impacts on all of us.
I suspect this is going to be a bit controversial but... I've seen what I've seen. -
For many nonprofit organizations, merger and acquisition strategies are viewed as desperation moves, as a proverbial Hail Mary scenario. This is... quite different... from their for profit counterparts who see M&A options as a way of cashing out of the business or as a means to grow and increase shareholder value. In this week's episode, I argue that many nonprofit mergers fail because they were set up to do just that from the start.
Thanks for listening!
And please consider telling your friends and colleagues about this podcast. Also, positive reviews on your podcast platform help a lot. Thanks. -
You're preparing your strategic plan and hoping to reflect your organization's top tier priority around DEI and anti-racism... so, you make it one of your named top tier priorities or "strategic pillars". Hm... not so fast. This week's episode offers an alternate approach and, as I state, I have come to believe that this is a best practice.
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If you are the leader of an organization, what do you see when you "look in the mirror"? In this episode, I discuss that awkward situation when you realize that everyone else sees something different.
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