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Accountability Structures (Plus Audio!)

May 7, 2015 - 3:01pm -- site admin

Accountability has been my topic for the last few weeks at the VNAA, AHHC and NHPCO conferences. Why? Because it is the difference between getting things done or not. I have done Proprietary Model Workshops for 20+ Hospices this year, and I can say unequivocally that Hospices that have culture of Accountability radically outperform those that don’t. Rather than write about it in this article (as it is already written up in many of our manuals), we have included a link to the audio of the session at NHPCO. However, I think that the description of the program does a good job of setting the topic up and highlights the points to keep in mind. 

Audio Version: Download this Episode | Subscribe on iTunes

Area of Emphasis: Advanced Operational Innovations 

As I review my work with nearly 900 hospices at this point, a factor that surfaces repeatedly as a major problem in Hospiceland as to why things don’t get done or are done with glacial speed is Accountability, or better stated, lack of Accountability. This is due to a number of reasons including (1) the leadership talent of the CEO, (2) the clarity of Standards/direction, (3) the design of managerial positions and (4) the Structures of Accountability among others. I have chosen to focus this presentation on the Structures of Accountability. This includes the creation of (a) Clear, (b) Impressive and (c) Sustainable Standards as the basis of all People Development and Accountability Systems. Most organizations are almost entirely reliant upon the “personal inspection of work” by managers. Why is this a problem? Because human being’s levels of energy are not consistent and therefore rise and fall over time. Given that energy is critical to effectively manage, more and more energy is being demanded to comply with increased requirements and complexity in today’s Hospice environment. Much of the solution lies in the use of “structures” that are non-dependent upon a manager’s levels of energy or physical presence in order to perpetually maintain the established standards of the organization over long periods of time. This program addresses the topic of Accountability head on…from the establishment of clear standards to the structures needed to ensure that the ideals and standards of the organization are carried out by every person of an enterprise. 

Hospices are NOT historically very good at holding people accountable. Hospice people tend to be non-confrontational. Couple this with the fact that most Hospice managers have NOT been trained specifically in Accountability nor how to use “structures” of Accountability, and there is little wonder why so many hospices struggle in terms of predictable, high-quality and great operational results.

This 60-minute program is designed to state the problem clearly and provide absolutely pragmatic methods (structures) a Hospice can implement to drastically improve Accountability.  

Learning Objective: Understand, on a profound level, the utter importance of Accountability and why it cannot be solely based on the “personal inspection of work.” 

Understand the value of establishing clear, impressive and sustainable standards and how these standards enable the utilization of “self-control” to vastly increase Accountability.

Explore many structural accountability methods utilized by Hospices that routinely operate in the 90th percentile. 

I hope this messages helps.

~ Andrew Reed, CPA

TESTIMONIAL

Program: The MVI CFO Program 
“The CFO workshop is the most effective way to obtain the tools the CFO needs in the toolbox! Simple, clear, effective and awesome are a few ways to characterize those tools. The CFO can be a change agent to assist the Hospice agency to become a World-Class service organization it is called to be!”
Brenda Mayhall, Hospice of Marshall County