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"As leaders, we must commit to being champions for change and supporting our teams, colleagues and physicians in developing and pursuing our long-term vision."
Cami Leech Florio, FACHE, discusses her approach to patient-centered care..
Q. Describe briefly your job responsibilities.
A. I am responsible for managing all aspects of our health system's accountable provider organization. An accountable provider organization is a physician-led organization designed to pursue the IHI's Triple Aim in Healthcare: improving the patient experience of care, managing the health of populations and reducing the per capita cost of care. As executive director of the organization, I am responsible for supporting the physician-governance structure, building a clinically integrated network of both employed and independent physicians in the community, pursuing and managing relationships with payors, analyzing quality and utilization reports, working with our physician committees to formulate goals and action plans for improvement, and fostering opportunities for collaboration between the physicians, hospitals and payors participating in our APO.
Q. What does patient-centered care mean to you?
A. Patient-centered care means providing personalized and compassionate care at the right time and in the right setting for each and every patient. Over the past several years, I have had the opportunity to study and implement the principles of patient-centered care in many physician practices, and I have witnessed the ways in which it can enhance the experience of care for everyone involved. I believe that patient-centered care is the right thing to do for our patients, families, providers and staff.
Q. What steps have you and your organization taken to strengthen this area?
A. The concepts of the patient-centered medical home provide a foundation for the accountable care model. Many of the physician practices that I work with are demonstrating the concepts of patient-centered care. Additionally, we are actively analyzing data and indentifying opportunities to improve. Over time as we continue to develop our goals and action plans, we will look at specific elements of patient-centered care, such as access to care, communication with patients and other care providers, chronic care management and wellness initiatives, and quality improvement measures. And we will develop standards that we will strive to extend to every patient every time.
Q. What pressing issue are you facing professionally and how are you addressing it?
A. There are several challenges many of us are facing, regardless of our roles. For me, two issues stand out. The first is that we are in a period of very rapid change that has been ongoing for several years and will likely continue for several more. Managing the process of change to maintain a positive environment and continue the forward momentum can be difficult. As leaders, we must commit to being champions for change and supporting our teams, colleagues and physicians in developing and pursuing our long-term vision. Sometimes changes require a leap of faith, an upfront investment in time and capital that we expect to pay off as we position our organizations for the future. The second challenge is obtaining the data that we need to drive improvement and create efficiencies in care delivery. Though most healthcare systems now have electronic medical records and billing software, it is often difficult to extract and use data from these systems. To solve this issue, we need to collaborate extensively and work in interdisciplinary teams of colleagues that have expertise in multiple areas, including clinical, operations, finance and information technology.
Q. What do you do to stay current with trends in your field?
A. Participating in professional associations such as ACHE and others that are relevant to my work help me to stay up to date on changes and trends in healthcare. Additionally, learning from others is key. I learn a lot just by listening to what my counterparts at work are experiencing, as we are all managing different aspect of the same organization. I also learn from colleagues within my professional network how other organizations are addressing challenges and trends in healthcare.
Q. How has ACHE helped with your career development?
A. ACHE has profoundly affected my professional development in a very positive way. When I was starting off in my career, I really struggled with networking: I'm naturally quite introverted, and talking to people that I had never met before was uncomfortable. Though I attended many of our local chapter events, I realized that it would help if I had a purpose; so I got actively involved as a volunteer, and in 2012 I was named president of the chapter, Western Florida Chapter, where I now serve as immediate past president. The experiences that I have had and the relationships that I have developed because of ACHE are truly invaluable. Now, most people are actually surprised when I say that I consider myself to be introverted. I am wholeheartedly committed to giving back to the organization, through my service to the local chapters, and by mentoring students and other early careerists as they are embarking on their careers.
Emotional Intelligence: Knowing Your EQ Is as Important as IQ
By John M. Buell
Though your intelligence quotient (IQ) may have helped you advance through graduate school and even land you that first job, in today's work environment knowing your emotional intelligence quotient (EQ) can serve as an effective predictor of career success, even more so than IQ.
Developing a sound knowledge of yourself and how you relate to direct reports and supervisors are critical in the first several years of your career. The American College of Healthcare Executives encourages early careerists take its Emotional Intelligence Assessment, which is the starting point of two other emotional intelligence assessments ACHE offers.
"Many career experts indicate that emotional intelligence is a better predictor of career success than IQ and consider it a key leadership competency," says Michael A. Broscio, director of ACHE's Career Resource Center. "But many healthcare executives don't have a clear idea of how to assess their emotional intelligence," he says. "ACHE's Emotional Intelligence Assessment will measure your emotional intelligence quotient and enhance your self-awareness while helping you gain insights into building stronger relationships and making you a more effective leader."
The Emotional Intelligence Assessment has become such a popular tool that ACHE now offers 2 ACHE Face-to-Face Education credits when taken at the Congress on Healthcare Leadership or one of ACHE's Cluster programs. Or you can earn 2 Qualified Continuing Education credits via a webinar, which is offered July 23.
To gain a clear idea of how their emotional intelligence measures up, many of your peers are using ACHE's Emotional Intelligence Assessment to help build stronger relationships, enhance self-awareness and achieve greater work-life balance.
In fact the American College of Healthcare Executivesâ€”Wisconsin chapter's Leadership Development Program uses ACHE's Emotional Intelligence Assessment as part of its programming. The LDP program provides participants a rich and unique curriculum designed to enhance their understanding of modern healthcare leadership, develop a professional network of fellow early careerists and build relationships with a variety of healthcare executives throughout Wisconsin. Each year, a small cohort of approximately five to seven emerging healthcare leaders are selected to participate.
Wendy M. Horton, PharmD, FACHE, director of surgery, University of Wisconsin Hospital and Clinics, Madison, and co-advisor of the chapter's LDP program, says the self-assessment is a popular professional development tool offered in the year-long program and extremely useful for early careerists as they advance in their career.
"As leaders early on in your career you worry about having enough technical skills, but then as you transition to interfacing with more people and having that indirect authority, it's really important to understand yourself," she says.
Mary K. O'Connell, business operations manager for the University of Wisconsin Health medical and surgical weight management program, Madison, took the self-assessment last year as part of her participation in the LDP program. She says it benefited her in two ways: personally and as a tool to help those who report to her.
"It provides benefits of knowing where you are both for your personal growth and developing and knowing your strengths and weaknesses when it comes to leading and managing your team," says O'Connell, who also now serves as a co-advisor for the program with Horton. "In addition, results of the assessment enable me to not only recognize traits of myself that need to be developed but also understand and recognize developing areas of opportunities in my staff or those working on my team so that I am helping others progress in their careers and to the best of their abilities."
ACHE's Emotional Intelligence Assessment tests five domains: self-perception, self-expression, interpersonal, decision making, and stress management. Within each domain are subscales providing further detail. For example, self-perception includes self-regard, self-actualization and emotional self-awareness.
Knowing your EQ and how to apply it professionally is especially helpful when collaborating with clinicians, according to Horton, who works with surgeons, and LDP 2012 participant Ankur Sharma, FACHE, director of clinic operations, cardiovascular services, Aurora Medical Group—Aurora Health Care, Milwaukee. He believes knowing his EQ enables him to have stronger working relationships with his clients.
"My leadership approach is not about titles but about relationship," he says. "I've realized quickly that your IQ will only take you so far. Instead it's about building relationships in a field like healthcare that is team based."
Matthew Henry, FACHE, system director, Imaging, at Fairview Health System,
Minneapolis, participated in the chapter's LDP program two years ago, and though he has taken various self-assessments over the years, ACHE's was particularly helpful because it allowed him to bounce ideas off other program participants. "That was interesting because it gave me more perspective about myself and helped filled some gaps that I wasn't aware existed."
Henry oversees a service line with more than 500 full-time employees, and ACHE's Emotional Intelligent Assessment provided him a better understanding of how he interacts with his staff. "A great personal example for me is I know I don't do well organizing social activities outside of work; it's not front and center in my mind. But having taken an EQ test I'm more aware of my strengths and weaknesses. As a result, I try to find folks on my team who are more effective than me in developing that team cohesiveness outside of work."
For more information on ACHE's Emotional Intelligence Assessment, click here.
New Leader Collection
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Developing a sound knowledge of yourself and how you relate to direct reports and supervisors are critical in the first several years of your career. Below are assessments early careerists should consider taking:
“Managing Clinical Crises and the Medical Apology Program”
Thursday, May 29, 2014
Don’t forget, ACHE’s 90-minute webinars are available for purchase on CD or on-demand streaming. Update your knowledge of a variety of healthcare topics and share the information with colleagues. CDs include the audio presentation, audience participation questions and comments. Don’t forgot to use your $50 coupon off on webinars. Click here to view the full list of archived webinars.
Upcoming Online Seminar
“A Digital Revolution: How Health IT Can Improve Access, Quality, Safety and Efficiency”
May 14–June 25, 2014
Connect with your peers and expand your social network with ACHE.