Save Revenue and Lead Your Employees Through the Pandemic and Beyond

Sybil A. Graham

Description

This book was developed at the request of our customers who lead the delivery of care to health and senior care patients, and residents. No health or senior care investor, Governance Board member, C-Suite Executive or Minister of Health could have predicted or budgeted for this catastrophic Global Pandemic and its continuous damage, costs and variants. No precedent, play book or manual exists to help with all of the challenges and issues that have been created. The Pandemic seems like a surreal nightmare though your return to work despite your physical and mental exhaustion daily and you see this is very real. Your employees face their issues, but you as their leader must maintain positivity and resiliency, maintain optimism, production and support.
Your parents wanted you to be an attorney or a veterinarian, but you wanted to choose your own profession and work in healthcare. You were a highly successful senior executive before the Pandemic struck. Now you are being pulled in multiple directions and are still being held accountable for accomplishing your job objectives.
The primary purpose of this book is to show you that you are not alone, and your stresses and challenges are being felt in all health and senior care organizations. It is to provide you with proven, credible solutions that have shown to work but you must be open-minded to change and committed to a new way of leading. Doing so will enable you and your employees along with your organization to become stronger and more resilient.
The information was gathered through global interviews, focus groups, direct care givers, suppliers and vendors. Extensive research was also conducted and the book's contents was tested for credibility in global e-conferences, and round tables, but most importantly through the positive results of numerous solutions that were implemented by our customers.
This book is not political, nor does it discuss the vaccinations. Because the subject matter and the topic are so intense a few relevant cartoons have been included for some levity. This is in no way meant to be disrespectful or to minimize the stresses and challenges you face daily. Give yourself a long overdue break and buy the book

Sujets

• Mentoring
• Gestion et management
• Burnout (serie)
• Customer
• Economics
• Business
• Coaching
• Burnout

Informations

• Publié par: iUniverse
• Date de parution: 24 avril 2022
• Nombre de lectures: 0
• EAN13: 9781663234179
• Langue: English

Extrait

WHO WOULD BENEFIT F ROM READING THIS BOOK
• Healthcare, Continuous Care Retirement Communities, Executives, Administrators and Managers
• Members of Investment Groups that Invest in Healthcare Delivery Systems, Physician Practices, Hospitals or in Continuous Care Retirement Communities (CCRCs)
• Members of Boards of Directors or Governance
• Management Companies of Healthcare Delivery Systems and Continuous Care Retirement Communities
• The Management and Executives of any Company that is a service (s) provider to a Healthcare Delivery System, Hospital, Continuous Care Retirement Community, and Pharmaceutical Corporation Executives, etc.
• Clinical Department Chairpersons and Executives
• Academic Clinical Department Chairpersons and Executives
• Anyone who supports First Responders or Caregivers
• Transformation Leadership Executives
• Global Leaders of National Healthcare Delivery Systems
• Senior Executive Health and Senior Care Administrators
• Executives Who Lead Acquisitions, Mergers, Sales and Closures
• Health and Senior Care Organizations that have Executives in a Parent Organization and Also Multi-geographic or International Field Facilities
SAVE REVENUE AND LEAD YOUR EMPLOYEES THROUGH THE PANDEMIC AND BEYOND
 
 
 
 
 
SYBIL A. GRAHAM
 
 
 
 

 
SAVE REVENUE AND LEAD YOUR EMPLOYEES THROUGH THE PANDEMIC AND BEYOND
 
 
Copyright © 2022 Sybil A. Graham.
 
All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
 
 
 
 
iUniverse
1663 Liberty Drive
Bloomington, IN 47403
www.iuniverse.com
844-349-9409
 
Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.
 
Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.
Certain stock imagery © Getty Images.
 
ISBN: 978-1-6632-3416-2 (hc)
ISBN: 978-1-6632-3417-9 (e)
 
 
 
 
iUniverse rev. date: 04/21/2022
To all health and eldercare first responders, workers, th eir families, the corporations and the people who support th ese people in their incredibly tireless, dedicated, heroic da ily efforts to meet and surpass the challenges of this glo bal pandemic and the changes it has and continues to b ring.
ACKNOWLEDGMENTS
To my late parents, Natalie and Jack Graham, and the late Elaine and Seymour Kottler, who all pushed me my entire life to write and always do better.
Thank you to my editor, Betty Carlin, for your incredible knowledge, professionalism, and unwavering patience, especially during challenging times. This book would not have been possible without you.
Thank you to Vonnie Coleman, Illustrator and Marketing Director SSD/SNO, for the book’s cover design and illustration.
A special thank you to Ken Schwinn who gave me my first opportunity to author and publish in a literary publication called, “Muse and Media”.
A special thank you to Rachel Guido deVries who as a published poet and author, educator and mentor, believed in me when I was 18. She lifted me up, and delicately encouraged me to find my dreams and make them happen.
A tremendous thank you to Michael Keosky. For decades he has been my professional career and life coach, supporter, and incredible friend, who tirelessly has taught and still teaches me executive protocol, conflict resolution and patience in business.
Thank you to all the healthcare employees, executives, investors, Governance Board members, patients, residents, and their families who shared their candid, thoughtful insights with me.
It is with sincere gratitude that I also thank all of the people who provided support at different times and shared their expertise to make this book possible:
Stephen Bennett
Chris Gino
Bruce MacFarlane
Susan Joffe, JD
Maxine Goldsmith, RN CCM
Patt Reed
Jeffrey Gene Kaplan, MD
Brad Arms
Hera Cohn Haft, MD, PSY.D
Henry Eli Jacobs, MD, JD
Marcus Sloan, MD. PSY.D
Adia Paatel
Eric Lindholm
Robert Gaines
Ann Kennedy, USA Rotary Chair of World Polio Committee
RC deWinter
Ahmil Kassa MD, National Health System UK (NHS)
Henrik Phillips, National Health System UK (NHS)
David Holmes, Canada National Health
Benjamin Golinsky, MD Israel National Health Coalition
Abjar Kahlil, United Arab Emirates Healthcare
The Global Health Leaders Media Council
France Media, Inc.
Aaron Hurwitz
Eugene Hopkins
Holby City Television Series, BBC Productions UK
Lastly, a big thank you to Macy Mae who now understands that a day at home is not a play date despite the barking, very despondent looks, whining and toys at my feet. I owe you many adventures.
QUOTES
“There are many days I would like to have a meteor come screaming towards this Earth
and take me away from these surreal times.”
- Anonymous Healthcare Worker
“Oh, mercy, mercy, me. Things just aren’t what they used to be…”
- Marvin Gaye
Treat me like a human being, although I long to be a superhero,
Empathize with me as I charge through unknown territories but all too familiar deep waters.
Understand I signed up to help others but look at how they keep coming without end.
Know I want to do a good job and meet your expectations.
Don’t feel sorry for me.
Recognize that I am human, not a machine. I strive for perfection and approval.
See that we are more alike than different and just so, so tired.
Like you, I end each day beyond exhaustion yet do it all over again tomorrow.
- Sybil A Graham
CONTENTS
Preface
Introduction
1   The Research And Interviews
2   Mandated Changes And Unrealistic Accountability
3   Changes And Retention Issues Among Leaders And Their Employees
4   Culture Change And Employee Engagement
5   Engaging Employees To Identify Cost Drivers And Cost Savers
6   Other Ways to Save Revenue During the Pandemic and Beyond
7   Engaging Employees To Improve Vendor Relationships, Quality And Costs
8   Multi-Generation Employees And Customers
9   When A Significant Organizational Change Is Planned And Cannot Be Shared With Most Of The Employees
Final Thoughts
Appendix
Resources
Song And Cartoon Credits
PREFACE
The purpose of this book is to illustrate through valuable experience how leaders, investors, senior team members, and executives globally can save revenue during these completely unprecedented times by using the intellectual capital of their employees within their health and eldercare organizations. Even the patients, residents, and customers have valuable ideas on streamlining processes and saving costs without sacrificing quality. Additionally, health and eldercare organizations are dealing with the changing demographic values of multi-generational employees, patients, residents, and customers. The loss of revenue from the global pandemic, along with the never-ending variants, was unforeseen. There was absolutely no way to predict the expenses associated with treatment, lingering side effects, amount of medical equipment needed, amount of space required, and then horribly, the storage of the bodies of all who succumbed to the pandemic. We all lost colleagues, associates, employees, friends, and family members.
Decisions about space accommodations, quarantines, dealing with other illnesses, elective surgeries, and neonatal care all had to be made. Every facility in the world has been and continues to be impacted by this situation. Further, while direct care employees are being cut to save budgets and revenue, other organizations can’t find enough trauma nurses or support providers to meet the demand. Existing employees are face exhaustion and burnout, which affects care quality, morale, and employee retention. Many professionals have left the field while others considering a medical career are hesitant, creating a shortage of qualified employees.
Under the circumstances, how is this supposed to be fixed operationally and from a revenue management perspective? There are no quick solutions. We know everything is changing like never before. We did not expect to be slammed like a bulldozer and knocked off our feet from a global pandemic. We knew that the way we had been doing things in the past in health and eldercare was working to a point. Still, there was not enough strength or resiliency to easily beat this type of continuous catastrophic event impacting so many areas of health and senior care. We knew beforehand that we would have to accommodate demographic and multi-generational changes but thought we had some time.
This pandemic has taught and continues to teach us many lessons. A number of issues existed prior to the Pandemic and were not administrative priorities or dealt with. The band-aid patchwork approach will not work. We know that a new transformation process is needed to build a robust, inclusive, engaging employee culture that is far more resilient and capitalizes on employee intellectual capital. We have also learned that universities, medical schools, and colleges need to develop and teach emergency preparedness and risk m