A broken System - PowerPoint PPT Presentation

Loading...

PPT – A broken System PowerPoint presentation | free to download - id: 671ff3-MThmN



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

A broken System

Description:

Title: A broken System Author: MAH Last modified by: craig Created Date: 3/31/2008 9:32:54 PM Document presentation format: On-screen Show Other titles – PowerPoint PPT presentation

Number of Views:10
Avg rating:3.0/5.0
Slides: 99
Provided by: mah163
Category:
Tags: broken | pharma | sales | system

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: A broken System


1
(No Transcript)
2
Fixing A Broken System
  • Craig J Mohnacky DVM
  • VMG-Sponsored Management Track
  • AAHA Nashville March 2014
  • craigmohnacky_at_mohnackyvet.com

3
Presentation Outline
  • 1. Objectives
  • 2. AVMA Veterinary Workforce Report
  • 3. Practice Models (Segmentation)
  • 4. Mohnacky Learning Systems
  • 5. Guiding Behavior
  • Appreciative Inquiry
  • Epistemology
  • Customer Service Meetings
  • 6. MLS Summary

4
1. Objectives
  • Maximize Return on Veterinary Education
  • Eliminate Burn-Out
  • Increase Productivity
  • Resolve staff, doctor, and business financial
    issues
  • Build Something to Last
  • Maximize Practice Value
  • Prevent Premature Practice Sales
  • Retention of Ownership with Residual Income.

5
2. 2013 AVMA Veterinary Workforce Report
  • IHS Healthcare Pharma
  • Center for Health Workforce Studies
  • In 2012 90,200 DVMs
  • Supply exceeded demand by 11,250 FTEs
  • 11,250 Unemployed DVMs ???? --No
  • 12.5 of Veterinary capacity is being
    underutilized
  • 53 of DVMs feel they are working under capacity
  • Are 47 of the DVMs who feel they are at full
    capacity truly at full capacity??
  • Excess capacity through 2025 of 11-14
  • Decrease Demand for Veterinary Services?

6
2. AVMA Veterinary Workforce Report
  • Likely Greater Potential for Excess Capacity
  • Stagnating Incomes
  • High Cost of Education
  • Postponement of Retirement

7
Inviting the Elephant into the Room
  • Nine-Page paper authored by
  • James F. Wilson, DVM, JD
  • U of P School of Veterinary Medicine
  • Incited dialogue at
  • North American Veterinary Conference
  • AVMA
  • AAHA convention
  • Per James F. Wilson, DVM, JD
  • The Current Veterinary-School Model is Broken

8
College Debt
  • Graduates shackled with large monthly payments
    and low starting salaries.
  • Debt represents 184 of starting salaries
  • Most DVMs are not recommending the profession to
    students.
  • The word is out that you have assigned yourself
    to utter poverty by entering veterinary college.

9
DVM Newsmagazine
  • Richard Vedder Economist
  • The good news is theyre going to be
    veterinarians.
  • The bad news is theyll be miserable.

10
Reality of a Veterinary Education
  • Pure Economic Standpoint
  • Is it a good return investment?

11
Why not Face Reality?
  • Too disheartening
  • Its Political
  • No one has offered up any easy or clear
    solutions.

12
AVMAs New Proprietary Software
  • Workforce Simulation Model
  • Utilized by the Newly Established Veterinary
    Economics Division of the AVMA
  • Goal - Disseminate this information to Industry
    Participants so best practices can be applied

13
3. Practice Models
  • Agrarian Model
  • Veterinary Centered Model
  • Ego Centered Practice Model
  • Client Centered Practice Model
  • Team Centered Practice Model

14
3. Practice Models
  • Agrarian Model
  • Focus the Work to be Done
  • Reactive vs Proactive Medicine
  • Standard Way of Treating Most Presentations
    (Shot-Gun)
  • Hope to hit the therapeutic target
  • DVM Thinks he Should Know What is Wrong Void of
    Diagnostics
  • Wellness Programs and Products not a Part of the
    Practice

15
3. Practice Models
  • Veterinary Centered Model
  • Is the Result of the Vision set in Veterinary
    School
  • DVM has a Pent-Up Demand to practice Veterinary
    Medicine
  • DVM Has No Interest in Management Just Wants to
    be the Vet

16
3. Practice Models
  • Veterinary Centered Model
  • DVM Makes All the Decisions
  • Single File
  • Staff are underutilized
  • They are Overly Focused on High Quality but in
    Essence They are Unable to Achieve.
  • Results in a Multitude of Philosophies Existing
    in the Same Building Confusion to Clients.
  • Typically Highly Chaotic Practice.

17
3. Practice Models
  • Ego Centered Practice Model
  • The Practice is an Extension of the DVM
  • Very Charismatic and Paternalistic
  • Focused on Higher End Medicine and Surgery
  • Standards in Place Reflect that of the Owner
  • Owner of the Practice is Usually the Highest
    Producer

18
3. Practice Models
  • Ego Centered Practice Model
  • Controlling Owner
  • Staff has Little to do with Developing
    Relationships or Knowledge Sharing
  • Practice Struggles in Owners Absence.

19
3. Practice Models
  • Client Centered Practice Model
  • The DVM and Team is Focused on the Client
  • High Standards with Uniforms, Staff Training and
    Meetings
  • Stress High Quality Medicine with Lots of
    Referrals to Specialists
  • Goal is to Educate the Pet Owner and be an
    Advocate for the Pet

20
3. Practice Models
  • Client Centered Practice Model
  • This Practice has Wellness Plans, Geriatric
    Plans, and Celebrate Pet Dental Month
  • DVM can Oversee more than one Exam Room
  • Exam Rooms are used by Techs
  • Computer System is Usually Current and Updated
    with Good Medical Record Keeping with all Team
    Members Updating Records.

21
3. Practice Models
  • Team Centered Practice Model
  • DVM Leveraging
  • New Interface to Increase DVM Capacity
  • Knowledge Sharing
  • Focus on Systems Problems
  • Sharing of Metrics and Financial Results
  • Rewards and Compensation are Based on Quality of
    Outcomes
  • A Culture of Accountability Pursuing Key Focus
    Results

22
3. Practice Models
  • Pluralism
  • Many world views in the same space
  • Pluralistic Society
  • Agrarian World View
  • Industrial World View
  • Information Age World View

23
Whats The Answer To Our Challenges
24
4. Mohnacky Learning Systems MLS
  • A New Business Model for Veterinarians
  • Multifaceted Approach to the Problems We Have
    Described
  • Changes in Workflow and Knowledge Sharing
  • Dedication to Change Appreciative Inquiry MLS
    Preferred Future
  • Shared Meaning
  • Cultural Transformation
  • Epistemological Growth

25
Old Model
26
New Model (Team Centered)
27
4. Mohnacky Learning Systems
  • Characteristics
  • Team Centered Practice Model
  • Staff Educational Opportunities
  • Career Paths
  • Proactive Medicine
  • Health Maps
  • Multi-tasking DVM Leveraging
  • Knowledge Sharing
  • Enhanced Organizational Capacity for Positive
    Change
  • Customer Service Meetings
  • Appreciative Inquiry.

28
4. Mohnacky Learning Systems
  • Course Work
  • Pre-Employment screening
  • Orientation
  • Mentorship
  • Progress Plans
  • Technical Training
  • Reception Training
  • Exam Room Advocate Training
  • In depth study of medicine and surgery for the
    acquisition of conversational capacity of the
    common maladies encountered in Veterinary
    Medicine

29
4. Mohnacky Learning Systems
  • Staff Development and Course Work
  • Safety Training
  • Culture of Safety
  • Leadership Training
  • Accountability Training
  • Career Paths.

30
4. Mohnacky Learning Systems
  • Use of Mind Maps
  • Purpose
  • Facilitates Staff Development and Knowledge
    Sharing
  • Clients Appreciate Wholeness of Health Care
    Challenge.

31
The Mind Map Book
  • Tony Buzan
  • How to Use Radiant Thinking to Maximize Your
    Brains Untapped Potential

32
Mind Maps
33
(No Transcript)
34
4. Mohnacky Learning Systems
  • Exam Room Advocate
  • Training Tools
  • SWANS
  • Smart
  • Work Hard
  • Ambitious
  • Nice

35
4. Mohnacky Learning Systems
  • Exam Room Advocate Course Outline
  • Standards of Care
  • Internal Parasites
  • Dermatology
  • Ectoparasites
  • Nutrition
  • Client Communication
  • Physiology
  • Vaccinations
  • Dentistry
  • Otology
  • Heartworm
  • Socialization
  • Anatomy
  • Leadership

36
4. Mohnacky Learning Systems
  • Course Completion
  • Staff are promoted to Exam Room Advocate
  • Receive a certificate
  • Business cards
  • White scrub top for differentiation
  • Increased compensation.

37
4. Mohnacky Learning Systems
  • Exam Room Advocate Role is to Oversee
  • The Plan
  • Medical Record
  • Hospital Patient Flow

38
4. Mohnacky Learning Systems
  • Bicycle

vs
Sports Car
39
4. Mohnacky Learning Systems
  • Tools of MLS
  • Customer Service Meetings
  • Appreciative Inquiry
  • Affirmative Topic Choice
  • Metrics
  • Create Motivated People
  • Staff Training and Development
  • Desirable Careers
  • Cultural Transformations
  • Epistemology
  • Guiding Behavior.

40
5. Guiding Behavior
  • All Business Needs To
  • Direct
  • Guide
  • Influence Behavior
  • Why Guide Behavior
  • Reasoning or Problem Solving Ability
  • Alignment
  • Maturity
  • Ability to make Meaning in Life.

41
5. Guiding Behavior
  • Tools For Guiding Behavior at MAH
  • Appreciative Inquiry
  • Epistemological Growth
  • Customer Service Meetings
  • Language and Communication
  • Acclimation of New Employees
  • Cognitive and Moral Development

42
5. Guiding Behavior
Appreciative Inquiry
A Practical Guide to Positive Change By Diana
Whitney and Amanda Trosten-Bloom
43
5. Guiding Behavior
  • Beliefs of Appreciative Inquiry
  • The images we hold of the future are socially
    created and, once articulated, serve to guide
    individual and collective actions.
  • Words create worlds.
  • We see the world that we describe.

44
5. Guiding Behavior
  • Appreciate Inquiry
  • Appreciate
  • To recognize the best in people and the world
    around us
  • To increase in value
  • Inquiry
  • To ask questions
  • To study
  • To search, explore, delve into or investigate.

45
5. Guiding Behavior
  • Combine Appreciate and Inquiry
  • Has a powerful effect on leadership and
    organizational change
  • Creates self organizing enterprises
  • We become what we study.

46
5. Guiding Behavior
  • Epistemology
  • A philosophic theory of the method or basis of
    acquiring human knowledge.
  • The process by which we make reality or meaning.

47
5. Guiding Behavior
  • Four Epistemological Orders
  • Subjective, Magical Mind
  • Infant to ten years of age
  • Concrete Mind
  • Ten - Twenty years of age
  • Socialized Mind
  • 20 to 25 years of age
  • Most people live their lives here
  • Bound by cultural and dictated norms
  • Self Authoring Mind
  • 25-50 years of age
  • Writer of reality that we become faithful to

48
5. Guiding Behavior
  • Concrete Mind
  • No attachment to cultural values or norms
  • Choice is limited to what they have seen or
    experienced directly or concretely
  • Dont see their actions as having any lasting
    effects on people
  • Huge Problem for Parents and Employers
  • Young DVMs
  • Need to advance from Concrete to Social Mind.

49
5. Guiding Behavior
  • Customer Service Meetings
  • Practical Use of Appreciative Inquiry
  • Supports moving from the concrete level to the
    socialized level
  • Transformational Epistemological Event TEE
  • Creation of knowledge in a group setting
  • Turns Independence Into Interdependence
  • What is best for the group?

50
5. Guiding Behavior
  • The Customer Service Meeting
  • Sole purpose is the client and not the staff
  • Mandatory attendance
  • Staff sits in a circle
  • Mandatory that everyone speaks
  • Initiation of the culture to new staff members
  • Positive language in a group setting
  • Accelerates the TEE

51
5. Guiding Behavior
  • Customer Service Meeting
  • Creates Appreciative Positive Language
  • Creates opportunities to dream and share a common
    vision for the future
  • Supports people to act on behalf of the client,
    pet and business
  • Creates Images That Inspires Action
  • What we study is fateful.
  • Great Client Experiences
  • Safety in the Workplace
  • Team Based Environment

52
MLS Summary
  • Create Desirable Futures
  • Career Paths
  • Take People Where They Want to Go
  • Resources for Guiding Behavior
  • Epistemological Advancement the TEE
  • CSM
  • Cultural Transformation (Team Centered Practice
    Model)
  • Knowledge Sharing
  • Enhanced Customer Experiences - Loyalty
  • Changes in Work-flow DVM Leveraging

53
MLS Summary
  • Ultimate Outcome
  • Enhanced Quality Relationships
  • Through Knowledge Sharing
  • Increased Practice Value

Those With the Smartest Clients Win
54
MLS Summary
  • Building Something Bigger Than I
  • Visionary Company
  • Core Values
  • Shout out your Why
  • Develop your How and What people
  • Maintain ownership and cash flow in your practice
  • Prevent a Premature Practice Sale

55
(No Transcript)
56
Morning Surf Mario Simic
57
Getting Results Individual Joint
Accountability
  • Craig J Mohnacky DVM
  • craigmohnacky_at_mohnackyvet.com
  • AAHA Nashville March 2014

58
Presentation Outline
  1. Definition
  2. Why Accountability
  3. Victimization
  4. Focused Results
  5. Results Pyramid
  6. Job Descriptions A New Paradigm
  7. Accountability Chart
  8. Feedback / Eliminate Feedback Filters
  9. Individual Joint Accountabilities
  10. Summary

59
1. Old Definition of Accountability
  • As a Negative Term
  • Obliged to give reckoning based upon previous
    actions
  • Something that happens to you when things go
    wrong
  • What management does to you to get you to
    perform
  • Reporting on actions and not results
  • Another word for punishing people for poor
    performance.

60
1. Definition of Accountability
  • A personal choice
  • To rise above ones circumstances
  • And demonstrate the ownership necessary
  • For achieving the Pre-determined Key Focused
    Results

61
1. New Definition of Accountability
  • As a Positive Term
  • Describes commitments that have been kept in the
    eyes of others
  • Social Contracts / Buy-In
  • Leads to stronger relationships
  • Fosters trust

62
2. WHY Accountability?
  • Accountability is the key to obtaining what you
    desire
  • For Yourself
  • For your Team
  • For your Organization

Built to Last
63
3. Victimization?
  • Biggest Obstacle Confronting Accountability
  • Strangleholds Any Business
  • Eliminate the Victim Cycle
  • Improve Individual and Organizational Results
  • Example of rejecting Victimization
  • Nelson Mandela

64
"The Window" Nelson Mandela
65
Mandela (message 1)
  • That window, you know, was actually a window to
    the world, because I could see quite a lot. I
    could see my mental horizons expand.

"The Window" Nelson Mandela
66
Mandela (message 2)
  • I have attempted to colour the island sketches
    in ways that reflect the positive light in which
    I view it.

"The Window" Nelson Mandela
67
Mandela (message 3)
  • I would like to project the idea that even the
    most fantastic dreams can be achieved if we are
    prepared to endure lifes challenges.

"The Window" Nelson Mandela
68
Mandela
  • Rejected Victimization
  • Became Accountable to
  • Himself
  • Fellow man
  • Country

"The Window" Nelson Mandela
69
Goals
  • Provide tools for Creating Accountable People
  • Teach How to Recognize and Reject Victimization
  • Build Something Bigger than Yourself

70
4. Focused Results - Attributes
  • Pre-determined
  • Clearly defined
  • (Specific)
  • (Front-Loaded)
  • (Clear Expectations)
  • Without pre-determined and clearly defined
    results, confusion and excuses prevail
    representing Below the Line Behavior

71
4. Focused Results - Attributes
  • Meaningful
  • Measurable
  • Memorable

72
4. Focused Results
  • Meaningful
  • It must connect to the
  • context and vision of the business

73
4. Focused Results
  • Measurable
  • It must be Quantifiable
  • EVERYONE knows it

74
4. Focused Results
  • Memorable
  • IE Starbucks 2000 by 2000

75
The Results Pyramid
Why?
76
5. The Results Pyramid
  • Beliefs Summary
  • Experiences shape beliefs
  • Beliefs influence actions
  • Beliefs are opinions / perceptions only
  • not factual
  • Beliefs should not be taken personally
  • Use beliefs to understand why people are reacting
  • Focus on belief systems to better understand
    actions

77
6. Job Descriptions
  • New Paradigm
  • Job
  • The Key Focused Result
  • Job Description
  • Role played in achieving The Key Focused Result
  • Example
  • Football Team
  • Job is to Win
  • Job Description is the Position.

78
6. Job at MAH
  • Job (Key Focused Result)
  • Build Relationships
  • Manage our Reputation
  • Grow our Revenues Through CE
  • Recognize and Reward Others for a Job Well Done
  • Each Employees role may be different but not the
    end result

79
7. Accountability Chart
Where action happens
Ineffective
Confusion
Blame Game
Inactivity
80
7. Accountability Chart
81
7. Accountability Chart
82
7. Accountability Chart
  • See It Accountable Actions
  • Obtaining the perspectives of others
  • Being open and candid in my communications
  • Asking for feedback
  • Hearing the hard things so that I openly see the
    reality of the situation.

Finding the Courage
83
7. Accountability Chart
  • Own It Accountable Actions
  • Being personally invested
  • Aligning my work with desired company results
  • Acting on the feedback that I receive.

Finding the Heart
84
7. Accountability Chart
  • Solve It Accountable Actions
  • Creatively Dealing With Obstacles
  • Obtaining Necessary Information and Knowledge
  • Developing New Skill Sets
  • Taking the Necessary Risks.

Obtaining the Wisdom
85
7. Accountability Chart
  • Do It Accountable Actions
  • Doing the things I say Ill do
  • Sustaining an Environment of Trust
  • Focusing on the top priorities
  • Staying Above The Line by Not Blaming Others.

Exercising the Means Fortitude
86
8. Feedback
  • Old Definition of Feedback
  • A New Paradigm for Feedback
  • Receive vs Give
  • Embrace vs Reject
  • Initiate vs Wait

87
Feedback Filters
88
8. Feedback
  • Initiate receiving our own feedback in order to
    rise Above the Line.
  • Imagine a culture where feedback is embraced /
    improving other peoples experiences and beliefs.

89
8. Focused Feedback
  • Rather than filtering the feedback you receive,
    ask
  • Is that a belief I want them to have?
  • If not, then change the experiences.
  • See Results Pyramid

90
The Results Pyramid
91
8. Focused Feedback
  • When receiving feedback
  • Your job is seeing it from others perspective.
  • Ask questions in order to understand their point
    of view.
  • When giving feedback it must be constructive.
  • Intent is to help that person
  • Holding back feedback can stifle a career

92
Individual Responsibilities
Responsibility
Responsibility
Responsibility
Clients
93
Joint Accountability
Accountability
Accountability
Responsibility
Responsibility
Accountability
Responsibility
Clients
94
Summary for Accountability
  • Specificity
  • One Owner/One Task
  • A team cant own a task
  • Assign by Competencies
  • Accountability Chart
  • Vision Chart
  • Keep up to Date

95
Thoughts On Implementing Change
  • Involves the Willingness to be Imperfect
  • Courage to Proceed Without all the Information or
    Answers
  • Fortitude to Move On in Adverse or Hostile
    Conditions

96
Four Types of People
  • Those that make it happen
  • Those that watch it happen
  • Those that wonder what happened
  • Those that never see it happen
  • Which one do you want to be?

97
Recommended Reading
  • The Oz Principle
  • Connor, Smith, Hickman
  • Winning With Accountability
  • Henry J. Evans
  • Built to Last
  • Jim Collins

98
(No Transcript)
About PowerShow.com