THE DON IN LTC Supporting an Endangered Species

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THE DON IN LTC Supporting an Endangered Species

• Janet Dykstra, MS, RN, CDONA-LTC
• Edie Cassel Walters, MBA, RN, NHA

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• IV.
• DEATH BY MEETING PREVENTION STRATEGIES

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• Been to any
• really great
• meetings lately?

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• Been to any
• deadly meetings lately?

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How often do you hear

• I have to go to a meeting

Sorry, shes in a meeting, may I take a message
I cant get anything done for all of the
meetings
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DEATH BY MEETING

• Patrick Lencioni Death by Meeting
• Meetings work because a group can develop
  solutions collectively better than individually.
  A problem that requires the knowledge and
  experience of several people, and implementation
  by several people, can best be addressed in a
  meeting.

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Why do we have meetings?

• Solve a problem
• Make a decision
• Make a plan
• Report and present
• React and evaluate

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Some Not-so-Good Reasons for Meetings

• We cant make a decision, so well have a meeting
• Its mandated (meeting should also be useful)
• Meeting is better than working
• Inclusion in meetings make staff feel important
• Meeting out of habit rather than necessity

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What Makes a Good Meeting?

• Productivity (competency)
• Creativity (skill)
• Efficiency (ability)
• Participation (cooperation/team)
• Commitment (responsibility)

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• Organizations in general spend between 7 and 15
  of their personnel budgets on meetings
• (Health care is probably much higher!)

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What Makes a Bad Meeting?

• The format isnt appropriate to the content
• People are not prepared
• Doesnt start or end on time
• No agenda when appropriate, or agenda not
  followed
• Highest priority items left for last no time
• Outcomes not clear
• Roles and responsibilities not clear

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Diagnosing Meetings Call the Doctor if

• People doodle, doze, blackberry
• Too many people talk at once
• Meeting is dominated by one or several
• Meeting is dominated by the leader
• There are personal attacks
• Nothing gets accomplished
• Same topics are discussed over and over without
  resolution
• Meetings start late, end late

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Diagnosing Meetings Call the Doctor if
(continued)

• Absence is a problem
• There is no passion, no real debate
• There is no agreed-upon outcome
• Wrong number of attendees, wrong attendees

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Six Meeting Killers(Bounds Woods)

• Hogging too much talking by one person
• Bogging staying on one topic too long
• Fogging avoiding a topic or being vague or
  defensive
• Frogging jumping from topic to topic without
  closure
• Flogging attacking a person
• Clogging slowing down the group by failing to
  accomplish action items

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What Makes a Good Meeting?

• Common focus on content
• Common focus on process
• Open and balanced conversational flow
• Individuals protected from attack
• Roles and responsibilities clearly defined and
  agreed upon
• Goals are accomplished

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Lencionis Model

• Meetings should be interactive
• Meetings should be relevant
• Conflict (an anxious situation needing
  resolution) is necessary

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Lencionis Model (continued)

• Basic rules
• A meeting needs a hook in the first 10
  minutes
• It is often necessary to mine for conflict
• If there is no decision possible, the leader
  decides
• Everyone supports decisions
• Different meetings for different purposes!

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Lencionis Model (continued)

• MEETING TYPES
• Think about what you see on TV
• THE DAILY CHECK IN OR HEADLINE NEWS
• 5 MINUTES DAILY
• Share daily schedules, immediate issues

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Lencionis Model (continued)

• MEETING TYPES
• The Weekly Tactical or DOCUDRAMA or SITCOM
• 1 hour weekly
• Tactical
• Lightning round
• Review key metrics
• Has agenda
• Items must have immediate impact on tactical
  issues and goals

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Lencionis Model (continued)

• MEETING TYPES
• The Monthly Strategic or MOVIE
• 2 hours monthly or ad hoc
• Strategic
• Discuss, analyze, brainstorm, decide on critical
  issues affecting long term success
• Limit to one or two topics
• Do research and prepare

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Lencionis Model (continued)

• MEETING TYPES
• The Quarterly Off-Site Review or MINI-SERIES
• 6 hours quarterly
• 30,000 foot view
• Strategic
• Long term impact

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Lencionis Model (continued)

• MEETING TYPES
• The Quarterly Off-Site Review or MINI-SERIES
  (continued)
• Comprehensive Strategy Review
• Team Review
• Personnel Review
• Competitive and Industry Review

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One Providers Experience
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One Providers Experience
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One Providers Experience

• Overall ratings 31.4 to 45.6 higher.
• Tasks Accomplished Issues Resolved Not
  Repeated
• Initial ranking (8/8)
• Parking Lot meeting (1/8)
• Everyone Participates
• Ranked 2/8 and 3/8 vs. initial 6/8
• (After redesign of Stand-up and Weekly Tactical
• And Team building retreat)

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One Providers Experience

• Team/Leadership challenges continue
• Staying on task
• Clear Action Plan
• Stand-up Meeting keep it short
• Team accountability to stay on track
• Next evaluation at end of 3 Months

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Tips for Improving Meetings

• Traditional
• Leader directs, controls
• Leaders authority and responsibility
  acknowledged by members

• Improved
• Members OWN the meeting
• All have responsibility, all contribute

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Tips for Improving Meetings (continued)

• Traditional
• The leader focuses on the task, keeps the group
  focused, assures outcome
• The leaders sets limits and uses rules of order.

• Improved
• The group stays focused with occasional help from
  the leader.
• All take responsibility for outcomes, methods,
  assignments and use of time

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Tips for Improving Meetings (continued)

• Traditional
• The leader discourages expression of feelings or
  emotions believing they are disruptive to
  objective, logical thinking

• Improved
• Feelings, emotions and conflict are considered
  legitimate factors in the discussion process

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Tips for Improving Meetings (continued)

• Traditional
• The leader suppresses a disruptive member by
  taking the offender away from the group

• Improved
• Any problem is faced and solved within the group
  and by the group

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Tips for Avoiding GROUPTHINK

• Encourage members to raise objections and
  concerns
• Assign a member to play the role of critical
  evaluation or devils advocate
• Promote an environment open to questions and
  alternative ideas
• Divide the group into smaller groups, compare
  results

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Tips for Avoiding GROUPTHINK (continued)

• Get input from outside the group
• Require a minimum number of options before
  decision
• Develop criteria for evaluating options

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The meeting is only as good as the team and . .
.
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The team is only as good as the weakest link