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By Roger Crawford. This was originally published on Roger's blog.
One of life’s greatest joys is being a grandparent. My granddaughters, Alex Jean and Bridgette, are treasures, and I cherish every moment with them. I don’t have the traditional name of Grandpa. Mine is a bit more contemporary. They call me Pop Daddi! I love it when the girls run up to me and say, “Pop Daddi, please read us a book!” An author whom I connected with as a young boy has also captured the girls’ fascination, and that’s Dr. Seuss. If the great doctor were alive today, he would be 113 years old. Think of the countless children and adults that have been inspired by his work. Reading Dr. Seuss is one of the best remedies I know of to dispel discouragement. Reach for success in 2021! As we transition into the new year, I would like you to think about this Dr. Seuss quote from Oh, the Places You’ll Go: “And will you succeed? Yes! You will, indeed! (98 and 3/4 percent guaranteed).”Although this was written 30 years ago in a children’s book, these words have relevance for any age or stage in life. Dr. Seuss teaches us that our attitude, self-belief, and sense of purpose determine success and are more important than talent or ability. When you believe in yourself, endless possibilities open up in your life, and your dreams can become a reality. His first question is, “And will you succeed?” Think about all you’ve accomplished in life. Wasn’t it a result of initially believing success was possible? If you believe something can’t be done, you can find reasons to support what you believe is true. That’s why the way you choose to answer his question determines whether you see opportunities or obstacles in your future. When Dr. Seuss says, “Yes! You will, indeed!” he is encouraging you to believe that, yes, you can do it. The first step is believing that success is possible. The second is believing that you have what it takes. Once you have a rock-solid belief in yourself, you can lean into your dream, develop a plan, and then execute it. Finally, “(98 and ¾ percent guaranteed)” reminds us there are no certain outcomes in life. There are no guarantees, only possibilities and what we choose to do with them. Our mindset gives us the best chance to unlock our potential and perform our very best. There is one way to guarantee failure, and that is to not try. During this next year, if you need inspiration, remember these words from Dr. Seuss: “You’re off to great places! Today is your day! Your mountain is waiting, So . . . get on your way!” Wishing you an awesome 2021! Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker!
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By Amy Dee
Snow bombarded us again, another five inches. Steve woke up groaning about shoveling, but after clearing the driveway, he shook off the white powder saying, “What a beautiful day! It’s nice to get outside right away in the morning.” Same driveway, same snow, same chore, so what changed? Steve’s point of view shifted. Your point of view depends on your framing of the situation. Reframing is a technique to create a different way of looking at a circumstance, event, or person. By moving the frame, you can change what you see and how you see it. You shift your perspective to change your perception. Brainstorming is a method for generating ideas to solve a problem. I use brainstorming every day to gain new insights, work through issues, and improve my creative thinking. During the next few days, write lots of reframes to your current thinking. Seek quantity, not quality. Write as many ideas as possible, no matter how outlandish or bizarre. Do not criticize or analyze the value of the ideas generated. Why so many reframes? Helpful friends would often advise me, “Instead of being afraid of flying, just remind yourself that flying is safe.” The problem is that considering the opposite doesn’t generate enough energy to create change because my fear of flying was like a well-worn mountain path, deeply embedded in my thinking. Creating a new path means cutting through lots of weedy thinking. Brainstorming lots of reframes is like slicing repeating slicing through the weeds. Remember, it doesn’t matter how ridiculous, keep writing. I wrote things like, “if the pilot passes out, maybe I will be a hero and land the safely land the plane” and “During bad turbulence, I might be a hero and keep everyone calm.” (You see a bit of a pattern here, right?) I promise that you will generate great thoughts along with the dumb stuff. Try this: Write out 15-30 Reframes. See your perspective change. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By John O'Leary. This was originally posted on JohnOLearyInspires.com. When John O'Leary was 9 years old, he suffered burns over 100% of his body and was expected to die. He is now an inspirational speaker and bestselling author, teaching more than 50,000 people around the world each year how to live inspired. John's first book, ON FIRE: The 7 Choices to Ignite a Radically Inspired Life was published March 15, 2016. John is a contributing writer for Huff Post and Parade.com. John is a proud husband and father of four and resides in St. Louis, MO. Order John’s book today anywhere books are sold.
“Is that all?” It’s an innocent enough question. Unless it’s being asked by one of your kids on Christmas morning. The holidays are said to be the most wonderful time of the year. They can also be incredibly busy and stressful. Several years ago, we went to church with Beth’s family Christmas Eve and then drove to my parents’ house to reconnect with cousins, eat dinner and open presents. As it got late, we drove our 3-, 5-, 7- and 9-year-old kids back to visit Beth’s family, enjoy a late dessert, more holiday cheer, sing Christmas songs and open more presents. After an exhausting day, we dragged our four little ones out of the party, tethered them into car seats, drove them home, carried them to their rooms and tucked them into their beds. Fueled with a glass of wine, Beth and I then assisted Santa with wrapping presents, laying them around the tree and stuffing stockings before finally collapsing into bed. As the sun began to peek over the horizon, little footsteps pitter-pattered down the hallway, into our bedroom, loudly pronouncing the dawn of Christmas morning. Pulling their mom and dad out of bed, the kids tugged us downstairs, raced to their stockings, grabbed their presents, tore into their gifts, devoured their candy. Beth and I sipped our coffee, wiped the sleep from our eyes, and savored the little ones around the tree, presents in hands, wrapping paper scattered on the floor. Then, our oldest looked up after opening his last present, face saddened, and asked, “Is that all?” Is that all?! After dealing with the traffic and crowded stores and racing around to get you these special gifts that were on your list, you’re going to ask, “Is that all?” After all the parties we raced to and outfits we shoehorned you into and pictures we took of you and cookies we baked with you, you’re going to ask, “Is that all?!!” After wrapping presents and stuffing stockings and laying them around the tree and eating three bites of carrots and sipping milk from Rudolph’s bowl before going to bed at 3am you’re seriously going to ask, “Is that all?” Counting Our Blessings With all those thoughts dancing around my head, I took a sip of coffee, then a deep breath, looked back at my little man and reminded him, “No. This is not all. There is so much more. The presents and paper and cookies and cards are just an excuse to celebrate what this thing, this day, this life, is really actually about.” I then reminded him that real joy, real peace and real love are seldom wrapped, rarely arrive through the chimney and are generally not found under the tree. Sometimes they arrive as an old friend, a gentle snow, a new love, a family tradition. Other times they can grow out of financial woes and relational challenges, health scares and flight delays. And sometimes the greatest gifts, those that lead to the most profound joy, are birthed when no one is around, no one notices and no one even fathoms the transformation that has just arrived. My friends, as you clean up from the holiday season and prepare for the New Year, take pause to celebrate and rejoice in the amazing blessings already present in your life. Be in awe of the fact that the seemingly good and the bad of your life has already led you perfectly to where you are today and providentially to what’s possible tomorrow. I wish you good health, total peace and absolute joy in the New Year ahead. It’s my belief that the best is yet to come. Looking forward to living into that truth with you. This is your day. Live Inspired. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By Ron Culberson. With a master’s degree in social work, Ron Culberson spent the first part of his career working in a large hospice organization as a clinical social worker, middle manager, and senior leader. As a speaker, humorist, and author of "Do it Well. Make it Fun.The Key to Success in Life, Death, and Almost Everything in Between", he has delivered more than 1,000 presentations to associations, government agencies, non-profit organizations, and corporations. His mission is to change the workplace culture so that organizations are more productive and staff are more content. He was also the 2012-2013 president of the National Speakers Association and is a recognized expert on the benefits of humor and laughter.
Did you ever wish that you could skip the holiday season just to avoid all the family tension? Yeah, me neither (in case my family is reading this). Well, you’re not alone. A lot of research has been done about the family stress we experience during the holidays. It’s not that we don’t love our kin, it’s just that they know how to get under our skin better than anyone. And lest you think that my life is perfect, we have one family member who everyone loves but who can push the limits of acceptable behavior. One minute, she’s the life of the party and the next minute, she’s complaining about the food or that there’s not enough to drink. And no matter how much feedback we give her, the situation never really improves. Does this sound familiar? Perhaps for you, it’s an uncle or a distant cousin. Or maybe it’s a parent or a child. When we come together for so-called celebrations, let’s be honest, we sometimes need a vacation just to get a break from the holiday. In an ideal world, we could choose our family rather than being born into it. Perhaps there will be a day in the future when an in-utero multiple choice quiz allows a newborn to pick like-minded parents. It would be a challenge to create since in-utero children aren’t that good at multiple choice quizzes. But if it was possible, a baby might be born and then tell the parents that they weren’t her first choice. That instead, she had chosen the Smiths down the road. But as I think about this, I wonder if this type of quiz would actually solve the problem. Probably not, because the Smiths might turn out to be just as messed up. You see, I think one of the reasons we have issues with our family is not because we’re unlike-minded. It’s because we are so like-minded. Think about it. The issue we usually most complain about is also the issue that drives us nuts. For instance, I love to control certain things in my life. Yet I am very critical of people who love to control certain things in their lives. It’s as if the very essence of who I am irritates me. Now there’s a conundrum—I’m one of the relatives that cause other family members stress. Go figure. On the other hand, we also have trouble with people who are not like us. As an example, most families include both conservatives and liberals, and when they get together, they don’t typically see eye-to-eye. Instead, they want an eye-for-an-eye, a tit for tat, and a quid quo pro. By the way, I don’t exactly know what a “tit for tat” is but I’m pretty sure it has nothing to do with breasts or tattoos. So, essentially, during the holidays, we are thrust into an environment where the people who are similar irritate us and the people who are different drive us crazy. It’s a difficult dilemma and whether we like it or not, we’re stuck with it. And quite honestly, there are good and bad sides to it all. The good side is that family will help you move a couch or give you a ride when your car breaks down. The bad side is that they’re also the people who will berate you all the way to the repair shop because you didn’t attend to the check engine light, and on top of that, you didn’t vote for the right person in the last election. Knowing all of this, what do we do to make the most of the holidays without letting the holidays get the best of us? Allow me to share a few ideas of what we do with our “difficult” relative and maybe through our experience, you’ll get some help with your own situation. But as a disclaimer, I am not a family therapist nor a relationship columnist. Anything offered here is simply my opinion and should not be taken as professional advice. Here are some suggestions: Create boundaries. Whenever your loved one starts to get out of hand, I’ve found it helpful to set some boundaries that point out unacceptable behavior. If, for instance, someone starts to go off the rails about military spending or universal healthcare, I’ve found that it’s effective to say, in a firm but loving voice, “No” or “Bad Girl.” These simple directives create boundaries that may steer your family member back the next time they want to wander down a controversial path. Reward good behavior. As the old saying goes, you attract more bees with honey than you do with vinegar. I think this is true with most behavior. Research has shown that rewards are typically more powerful than punishments, especially for those who tend to react poorly to criticism or negative feedback. So, when a family member does something acceptable, make sure you reward the behavior. Offer a compliment such as “Nice” or “Good girl.” Even better, you can provide a treat like a food item or a toy. By rewarding the good behavior, you’re encouraging it to occur again. Use time out. When our children were young, time out was a very effective shaping tool. The key was that there was nothing fun in their rooms. So, time out was really boring and was not something they enjoyed. While it falls into the category of a negative feedback system, it does allow the offending party time to think about their behavior. Often, we use a shower stall or a large box for our difficult relative to spend a few minutes away from others. This seems to work quite well. This is the season for family. And not all family members get along. Nonetheless, I hope that these tips will help you sail through the holidays with as little stress as possible. And while it’s probably not appropriate to reveal the name of our problematic relative, I don’t think it would be helpful to keep her identity anonymous. So, for the sake of transparency and valuable feedback, our challenging family member is our dog, Piper. We love her but she can be a royal pain in the…well…you know. Happy holidays. Woof. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By Kenneth Kaufman
One hallmark of the rapidly changing COVID-19 crisis is that any statement about the situation one day is likely to be incorrect the next day. However, after more than eight months of battling the virus, we have enough data to make several important observations about the state of play that are highly relevant for the strategy—and indeed the very thought processes—of healthcare organizations. When the pandemic hit in the early spring of 2020, the most hopeful scenario was a steady decline in number of new cases, with the virus at very low levels by late summer or early fall. Less hopeful scenarios suggested a series of subsequent surges of gradually decreasing intensity. The reality, of course, has been very different. As of early November, almost every day brings a record high in the number of new cases. The graph on the far left above illustrates the story extremely well: New cases are coming in waves, and the waves are getting larger. As of this writing, the number of daily new COVID-19 cases in the U.S. is more than 50% higher than the number of new cases during the previous spike in mid-July, and it is an increase of more than 200% over the number of new cases in the mid-September trough. As we have learned more about how to treat patients, and as we have identified cases earlier, the number of deaths from COVID has declined since April. However, as shown in the graph at the far right, that number also has been trending higher during October and November. Very concerning for hospital executives is the center graph, showing the number of people hospitalized for COVID each day over the course of the pandemic. As of early November, the number of hospitalized COVID patients is back to very near the peaks we experienced in April and July. And the number has been rising daily. Thus, fighting the virus for most of 2020, we are at the greatest level of uncertainty yet. Far from the temporary pandemic many of us expected, the virus is moving from pandemic to endemic and back to pandemic, with the intensity and duration of the crisis impossible to predict. Further, every hospital and health system is experiencing its own version of the pandemic, with its own short-term and long-term consequences. The ongoing pandemic has challenged our most basic assumptions about organizations and organizational decision making, about organizational strategy, and about the organizational thinking process itself. Let’s summarize these assumptions through a series of questions... 1. In a pandemic of uncertain intensity and duration, what is now the appropriate direction for a complex healthcare organization? 2. In such an environment, how is capable leadership defined, and what does competent management look like? 3. In the fog of one of the worst public health crises in American history, what tasks and strategies must be attended to and which can be left undone? These questions are in no way theoretical, nor are their answers. Rather, these questions and their answers are as real as it gets. Given this state of play, it is not possible, nor is it useful, to define a so-called pandemic roadmap at this time. What is more helpful is to call out a series of strategic observations and identify a series of management thought processes that can act as an organizational gyroscope in times of unprecedented macroeconomic turbulence. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By John O'Leary. This was originally posted on JohnOLearyInspires.com. When John O'Leary was 9 years old, he suffered burns over 100% of his body and was expected to die. He is now an inspirational speaker and bestselling author, teaching more than 50,000 people around the world each year how to live inspired. John's first book, ON FIRE: The 7 Choices to Ignite a Radically Inspired Life was published March 15, 2016. John is a contributing writer for Huff Post and Parade.com. John is a proud husband and father of four and resides in St. Louis, MO. Order John’s book today anywhere books are sold.
Even as we step away from work, gather with family, celebrate the season and prepare for the new year, it’s easy to feel discouraged. With countless depressing headlines, deepening cultural divides and so many conflicts, we’re susceptible to suffocating in fear. When we add the chronic societal challenges to our own struggles, layered with the seasonal burdens of getting the right presents for the right people, wearing the right clothes to the right parties, decorating the house just the right way, it should surprise none of us that depression and anxiety are at their highest levels around the holidays. But a simple Christmas card challenged me – and invites the rest of us – to have a very different perspective as we move into this week. Beauty in simplicity Many people send out Christmas cards this time of year, typically featuring pictures of smiling kids, happy couples, cute dogs, new homes. Many include images of beautiful Christmas trees, Santa leaving gifts, Snoopy driving sleighs, or nativity scenes. But it was a seemingly bland card – with a seemingly odd message – that had the most significant impact. On a plain blue card weren’t pictures, images, families or snowflakes, but four words: “Do Not Be Afraid.” It seemed like a strange message for the holiday season. Why lead with a message of fear around the holidays? Why not send pictures of puppy dogs and snowflakes and Santa Clause and kids looking just perfect? Kind of a dark message, right?! Then I remembered the first words Mary heard from the angel: Do Not Be Afraid. And the first words heard by Joseph in a dream: Do Not Be Afraid. And the first words a bunch of shepherds heard while tending to their flocks: Do Not Be Afraid. Then I thought of the woman who sent this card. She was recently widowed, struggling with intense grief, dealing with loneliness, facing uncertainty. And I understood the grand simplicity and profound truth of her card. My friends, many of us are carrying a heavier weight of concerns into this week. Some wrestle with the agony of imagining four more years with this president, others remain furious that the Democrats impeached their president. Some struggle with our $22 trillion in national debt, others with how they’ll pay the December gas bill. Some feel trapped in an unhealthy relationship and others ache to be in a relationship. We all carry insecurities and anxieties into this week and into the final days of 2019. And then we are reminded of a fundamental truth too frequently overlooked this time of year: Do not be afraid. It was a message delivered some 2,000 years ago that transformed the lives of those who listened. Perhaps there’s value in heeding these words in our lives today. This is your day. Do not be afraid, and Live Inspired. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! Your culture determines many things, but today especially, it is a determinant of how well your organization will fare through the pandemic. What you say and what you do always matter.
When people face fatigue and become somewhat fragile, a leader’s actions become crucial in maintaining a positive culture and one of compassion. Over the past six months we’ve all been put to the test as we deal with new and demanding pressures imposed by COVID-19. Healthcare workers have been tested in their professional as well as personal lives. There has been well-deserved attention on our healthcare heroes honoring the service and sacrifice, but even superheroes need a break, a shoulder and even a good cry. Healthcare jobs are stressful on the best of days, but when you add the fear of contracting COVID with the additional burdens placed on working families, many of our brightest and best team members are stretched to the max. I recently had a discussion with a nurse manager whom I will call, Ellie. Ellie had been working 12 plus hours per day for months before leaving her position for good. “I was spent,” she told me. “I had to create an adult ICU in my children’s hospital in a matter of days. My team was amazing and rose to the challenge. We set up the ICU. Then we treated dozens of critical care patients for weeks. We did a fabulous job and had great outcomes with zero turnover in staff. But the truth is, I was burned out – mentally, physically and emotionally exhausted. I have four young children at home and just hit a point when I couldn’t do it anymore.” This nurse leader’s story isn’t that unusual. In crisis, healthcare workers are trained to step up, stay calm, and deal with the issue at hand. Ellie did just that, getting great results and earning kudos from the executive team. But at a cost. Day after day, leaders make rounds on their units and throughout their organizations. Those rounds provide an ideal opportunity to observe team members and identify subtle changes in behavior that indicate fatigue and even burnout. That is, only if the rounder engages in meaningful conversation instead of the proverbial drive-by consisting of, “How are you?” A question which will almost always receive the perfunctory response, “Fine.” Stop asking, “How are you?” or “How’s it going?” You know you won’t get into real feelings. Instead, ask the employee if she/he can take a few minutes to sit down with you. Use open-ended conversation starters such as, “Tell me about your day so far.” Then listen with your ears AND your eyes. Non-verbal cues speak louder than the words. According to an article in Nursing.org, there are specific signs and symptoms you should observe for including:
Leaders like Ellie often put on a brave face for the good of their staffs. While the leader may be checking in and taking good care of her team; who is checking in on the leader? It is vital that leaders look out for one another as well and practice the same self-care they would recommend for their staff nurses. Society loves our superheroes, but you’ll rarely see headlines celebrating the caregivers who take breaks, practice self-care and set limits. Remember that burnout is caused by many stressors beyond the work-related ones. We’re more isolated than ever before and restricted from many of the social activities we enjoy ranging from church services to sports, family gatherings and shopping. Many times, employees are caregivers for children and aging parents. Virtual learning for school-age children has created childcare and tutoring responsibilities that weren’t issues a year ago. The demands can build up over time pushing them to the tipping point. Leaders can help by:
Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! “Flatten the Curve”. We hear it every day. What does it really mean for the average person?
Let’s start by looking at the fundamental two-phased approach for any epidemic or outbreak: 1. Containment- There are two components of containment: secure the perimeter of the infection to prevent any future spread outside of that region, and then eradicate the cases within that region, resulting in eliminating the threat. If there has already been spread that cannot be contained, one must move on to the next step- 2. Mitigation- Limit the spread and reduce the burden of disease. Basic mitigation measures include: a. Sheltering in place/ quarantine b. Social distancing c. Wearing masks, personal protective equipment (PPEs) d. Frequent hand washing e. Not touching the face or eyes f. Isolating and protecting the vulnerable, high risk population g. Isolating new or possible infections by staying home if one has symptoms or has been exposed If these mitigation efforts are successful, the new infection rate should be reduced and the overall curve of the infection should be blunted or “flattened”. Hence the term. In March, the President made the unprecedented move to shut down the economy and impose travel restrictions to and from the affected areas. During this time, it became rapidly clear that the actual spread of COVID was worse than previously thought. Pure containment was not possible, and efforts had to be directed toward mitigation. As we began to quarantine and shelter in place, we heard the expression “flattening the curve” from our elected officials and medical advisors to the point of now becoming a mantra. It is important to note that flattening the curve does NOT change the total number of cases that might develop over time (the total area under that curve). It just spreads those cases out over a longer period of time. Successful flattening of the curve will therefore result in reducing the number of active infections at any given point in time. To the negative, by reducing the number of cases at any point in time, it will also prolong and delay the time required to achieve “herd immunity”. There are three critical reasons to “flatten the curve”. We must decrease the number of active cases at any point in time in order to: 1. Not overwhelm the health care delivery system in terms of hospital beds, medications, ventilators, other supplies and very importantly, health care personnel. 2. Maintain an adequate core healthy work force so that the economic infrastructure can still function. 3. Defer the onset of infection in as many individuals as possible, especially those at high risk, into the future where hopefully “good things” will happen, which will then result in decreased total morbidity and mortality. The “good things” list that would actually reduce total case morbidity and mortality includes: 1. Natural attenuation of the virus- spontaneous, seasonal or otherwise, it goes away 2. Effective medications for prophylaxis or treatment 3. Immunity is developed either through an effective vaccine or population “herd immunity” Until one or more of these occur, we must dutifully continue all mitigation measures. Although to date, none have reached fruition, we have seen some optimistic signs. There is evidence that the virus is intrinsically less deadly than it was earlier in the year. We are protecting the vulnerable so that the average age of infection has decreased, which has reduced morbidity and mortality. Certain medications such as remdesvir and dexamethasone have shown a promise to reduce hospitalizations and mortality with other drugs in the pipeline. Several companies seem to be progressing well on the accelerated development of a vaccine, with availability potentially by the end of the year. Ultimately, the goal is to achieve a mass immunity in the population, often referred to as “herd immunity”. “Herd immunity” exists when enough of the population has been infected and has become immune so that the virus no can no longer replicate within the population, resulting in the virus either becoming dormant, endemic, or even disappearing. Typically, “herd immunity” requires 60-70% of the population to be exposed and develop antibodies to that virus. Optimistically, one study suggests that COVID immunity could be achieved with as little as 20% infected. We simply do not know the number, except that it is much larger than the present number of people infected. We are just beginning the road to immunity. The problem with just letting a population spontaneously go toward this herd immunity, like the approach in Sweden, is that in order to get to that point, 60-70% of the population has to suffer the disease. Until some of the “good things” happen, “herd immunity” is a long way down the road, hopefully months, but perhaps years away. So, here’s what we know for now: Mitigation efforts will have to continue indefinitely until those “good things” happen. The economy must continue to rebound and move forward We now come back to the four dimensions of decision-making: medical, economic, political, social. We need to find the sweet spot that balances the need for the virus mitigation with the imperative to sustain and grow the economy. We will need to manage the political and social consequences of this balance as well, especially as the election draws near, and issues will become further politicized. There has been a great deal of talk about the economy having opened too soon, especially in response to the rapid rise in new cases over the past month. Given the proximity of the elections, opening too soon has become a political hot potato. Medical/economics/politics/social dimensions are at odds with each other as politicians battle back and forth while Americans continue to succumb to this virus. A more productive way to resolve this discussion of opening too soon is to say that the issue is not necessarily opening too soon per se, but rather, once the society was opened, many thought we returned to pre-pandemic times with “business as usual” prevailing. Part of the responsibility in this resurgence lies in the fact we all dropped our guard a bit after the frustrations of the initial lock down. And the virus fought back mercilessly. Similarly, masking has devolved from a medical issue into a social/political issue. Should masks be mandated? Where is the balance between public health and individual rights? Who is protecting the public? As are now in the complicated process of managing this new resurgence of COVID. Here are some thoughts to keep in mind: 1. Mitigation efforts need to proceed with even more urgency as the overall prevalence of COVID in the general population has increased due to this recent surge in cases. Social distancing and wearing a mask are more important now than ever, as the chance of randomly encountering a patient with COVID is higher given the greater prevalence of the disease. 2. There is some reason for optimism on the “good things” list, but until then, we must continue the course of strict mitigation methods. There is a light at the end of the tunnel, but we are still in the beginnings of this ordeal. 3. We must take all efforts to minimize crowds. The virus is an equal-opportunity infector and loves to be in high concentrations of people. The virus does not care if the crowd is demonstrating, worshiping, watching a sports event, being educated or simply riding a crowded bus. If these encounters must occur, major mitigation efforts as described above are a must. Whether mandated or voluntary, it is a public responsibility for which every American must step up to the plate. 4. Even though we are daily tantalized by potential vaccines in record time, we need to take a long-term approach to our present efforts. Everyone wants this to be an old memory, but until then, we all must work together to achieve the goal of eradicating this virus. Medical, economic, political, social differences and implications—We must stand together. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By Roger Crawford. This was originally published on Roger's blog.
No matter who you are, or what you do, change is inevitable. Either we can embrace change, or we can choose to ignore it. For some, even though unsatisfied with their present circumstances, they are still afraid of making changes to improve their situation. Becoming a master of change may seem like an ordinary concept, but it undeniably has extraordinary implications for our lives as well as our work. Here are 3 ways you can become a master of change: 1. Have a receptive attitude A receptive attitude means that you are open and willing to consider something new. This mindset involves allocating time to think about what the particular change could mean for you rather than reacting impulsively. I realize it is often difficult to remain objective about change; relying solely on emotion, however, can often generate avoidable fears. When you have a receptive mindset, you will begin to recognize the opportunities that change presents, and you will act upon it. People who possess a receptive mindset tend to see their lives and work as exciting because it is ever-changing. In the end, change is a subjective experience; we decide, therefore, how to view and experience it. That is why choosing to be receptive mindset is so important. A company I once spoke for had an interesting corporate philosophy of approaching change with an “amateur mindset.” They explained that doing so gives one the opportunity to consider the possibilities that change presents with fresh eyes. 2. Focus on the big picture One way to maintain a receptive attitude is by taking a big-picture approach. Some people call this the “35,000-foot view.” As you get farther from the ground, you become less concerned with the details below. When we view change up close, it is often difficult to see anything else. Looking at the big picture helps us put change into its proper perspective. With a big-picture perspective, change becomes less overwhelming and daunting. Have you ever been driving in a car and nearly had an accident? Immediately, your thought process immediately goes from little picture to big picture, and you begin to have a completely different perspective on the little irritants of your day. You begin to focus on what really matters. 3. Be a possibility thinker Speaking of driving, have you noticed that a positive attitude tends to smooth out life’s speed bumps? Dwelling on the possibilities of change increases your ability to respond positively to new and sometimes even stressful situations. In planning for the future, don’t fall into the trap of assuming that what makes you successful now will guarantee your success tomorrow. While you cannot predict the future, you can always anticipate it being different than today. By letting go of the known and venturing into the unknown, you will find that new possibilities exist. When we embrace this forward-thinking attitude, it enables us to convert life’s changes into rewarding opportunity. Every aspect of change may not be what you want, but focusing on the good aspects fosters hope. Hope is the foundation for positive change because it is the belief that the future is full of possibilities. If you have a sense of positive expectancy for your future, you can better manage change today. People and organizations who master change understand the difference between a hope and a wish.
“Wishing is thinking about it. Hoping is thinking about it and doing something about it.” Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! By Kenneth Kaufman
With the end of the Cold War, the U.S. Department of Defense faced a new geo-political reality. The Berlin Wall came down. The Soviet Union was dismantled. Communist regimes fell out of power in many parts of Eastern Europe. The Iron Curtain was lifted. As promising as this new reality was for global politics, it was a problem for the U.S. military. For almost five decades, the military had been structured to provide defense based on the global structure of a Cold War world. Military personnel, capabilities, weaponry, and installations all were informed by the reality of the Cold War. Now that the reality had changed, the U.S. military was structured for a geo-political map that no longer existed. At the broadest level, this structural mismatch resulted in three serious problems. First, the U.S. was not ready for potential new defense needs. Second, the outdated structure was highly inefficient, spending huge amounts of resources on assets that were no longer required. Third, this waste meant that funds were not available to invest in post-Cold War defense. The most significant source of waste was the outdated physical structure of the military—installations that were located in areas that no longer needed military bases, or that needed different types of military facilities. To realign the military’s physical presence with the new reality, the U.S. Department of Defense began a process of base closures that continues today. The process involves a systematic and continuous comparison of military needs with the military’s physical presence, and engages the many groups affected by these decisions. The result has been new rounds of recommended base closures or repurposing initiatives every several years. Recently, a healthcare executive I have worked with for many years pointed out to me how apt base-closure is as an analogy for the situation faced by hospital-based health systems, and as a way to make difficult but positive changes. Over the past 10 years, we have seen a major migration in healthcare demand from inpatient to outpatient settings. Surgeries that 10 years ago were almost exclusively inpatient-based are now routinely performed in outpatient settings. The length of inpatient stays for other procedures and conditions has dramatically reduced. Payment rules increasingly create incentives for care to be performed in outpatient rather than inpatient settings. And advances in telehealth are moving care encounters out of healthcare facilities altogether, and into patients’ homes. Over the past 10 years, MedPAC reports a 43% growth in outpatient visits, compared with a 20% decline in inpatient discharges. The American Hospital Association reports that inpatient and outpatient revenue for hospitals is nearly equal, whereas in 1995, inpatient revenue made up 70% of total operating revenue. Hospitals’ traditional facility footprint simply is no longer aligned with the realities of how healthcare is being delivered today, or how it will be delivered in the future. This misalignment has a similar effect on the U.S. healthcare system as the post-Cold War military base misalignment had on U.S. defense. An enormous amount of healthcare spending goes to facilities that are underused or mis-matched to community healthcare needs, and that waste prevents investment in healthcare resources that can advance the quality, efficiency, and experience of healthcare for a new era. As I wrote last year in the blog post Getting Serious about Costs, hospitals have long struggled to manage their high fixed and operating costs. Traditionally, hospitals have focused their cost-reduction efforts on labor and supplies—high-cost areas that continue to warrant attention. However, the basic mismatch between U.S. healthcare facilities and healthcare needs, and the unsustainability of healthcare spending to the U.S. economy, requires that legacy hospitals and health systems take on costs at a greater magnitude and with more permanence. That means taking a very hard look at the value being provided by each asset of the facility portfolio. Where assets are not contributing sufficiently to the healthcare needs of the community, and not meeting the strategic or financial needs of the organization, some very tough decisions are in order. Repurposing or closing a hospital is one of the most difficult decisions healthcare leaders can make. The decision involves a major change to a trusted community presence. It can bring community outcry, political scrutiny, and unfavorable press. At the least, it involves helping community members transition to a new approach to care. Yet, in an environment that is rapidly transitioning from an inpatient to outpatient focus, some hospitals are no longer serving a relevant purpose in the U.S. healthcare system. A 2018 study identified 13 states in which average hospital occupancy rates for urban hospitals were 50-60%, and 28 states in which average occupancy rates for rural hospitals were 40% or less. These averages mask even greater variation from facility to facility within smaller areas. Dealing with hospitals and other high-cost assets that no longer provide necessary value in the healthcare system of today is among the toughest and most important steps in managing healthcare costs. Today, hospitals are at a “base closing” moment. In order to be competitive and relevant, hospitals will need a structured, continuous process that results in informed decisions about their facility and real estate portfolios. These decisions may be challenging in the short term. However, in the long term, a base-closure approach can improve care, improve the viability of healthcare organizations, and create a healthcare system that is more sustainable, more cost effective, and better able to meet the health needs of our nation. Planning your virtual event? Get in touch with us at the Capitol City Speakers Bureau today to book your healthcare speaker! |
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