Join Women in Healthcare Management as we visit a beautiful new summer networking location on Boston’s waterfront. Included are passed and station hors d’oeuvres. Munch on delicious items like lobster sliders and chicken satay as you enjoy summer in Boston; all while making new connections and seeing old friends. We will also feature a mini dessert station with coffee. Cash bar. Hope to see you there!
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Recently, our institution began a “Positive Pause” initiative. Our Provider Wellness Oversight team has been working hard to narrow their focus on wins that will provide a more mindful, healthy environment for colleagues within the institution, focused on clinical providers.
Positive Pause entails opening meetings with a positive story. These have ranged from positive patient interactions, positive interactions with colleagues both within and outside of the organization and (what I find most important) interactions with support staff team members. Most recently, a surgeon had really edified a front desk coordinator who went above and beyond to ensure coordination of care for one of their patients. This was talked about at the beginning of a large board meeting with many top executives in attendance. The coordinator was overjoyed to hear praises from these leaders! To be recognized for hard work is a huge factor in our employee engagement, across the full spectrum of the organization.
This pause should be just that, a two-minute account of a great experience ~ make the time purposeful, help others to see the “great” in what we do each day- even when it all seems to be sliding (quickly) downhill. I can assure you that this technique sets a different tone for the meeting, and can really make a difference!
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader” ~ John Quincy Adams
Blog post by WHCM Steering Committee Member Jennifer Pendleton
There was a record turnout at WHCM’s Spring Event March 28, 2018, as nearly 100 women from a variety of health care sectors attended for what was clearly an important and timely topic “Health Care Innovation: How Market Players are Shaking Things Up and the Impact on Your Career.”
The dynamic and engaging panel featured Beth Roberts, Senior Vice President, Regional Markets, Harvard Pilgrim Health Care; Christina Severin, President and CEO, Community Care Cooperative; Sonia Millson, Senior Vice President, Iora Health and Lauren Peters, Undersecretary for Health Policy, Executive Office of Health & Human Services. Led by moderator Claudine Swartz of Strategic Policy Solutions, LLC the panelists discussed innovations in their respective organizations as well as their predictions for the future, particularly as it relates to women in the changing health care market.
Ms. Swartz and Kathy Keough, Director of Government Relations for Atrius Health, who served as co-chairs for the Spring event, selected the panelists for their cutting edge strategies and philosophies to “no longer accept the status quo” in health care. From a payer, provider and policy perspective, the panelists were all in agreement that innovations in Massachusetts are happening at a rapid pace, perhaps more than any place else in the country and it is a great place for women no matter where in their careers they may be to work.
There were an amazing amount of take-aways offered by each of the panelists including: the importance of carving out – even scheduling – time to learn what others are doing and thinking about outside of your organization, to taking risks, and not accepting the “status quo” all of which resonated with attendees who peppered the panelists with questions.
WHCM volunteers heard incredible feedback from all in attendance, as well as the panelists themselves, who all appeared to enjoy the opportunity to network with others, but also learn about some of the many perspectives in health care.
A special thank you to Harvard Pilgrim Health Care, for hosting the location of the event! We look forward to seeing everyone at our next networking event scheduled for May 1 in Dedham, and our next Forum event on October 3.
Blog post by WHCM Steering Committee Member Kathy Keough
Companies today face pressures from both external and internal sources to find ways to cut down costs and raise revenues. This ultimately raises the question, how can leaders remain a valuable asset to an organization and provide leadership guidance without getting phased out from technology solutions in an increasingly complex digital age? We have compiled a helpful set of guidelines to provide leadership guidance in today’s digital age.
How Leadership Is Changing In A Digital Age
Leadership used to be categorized as providing command and control in various situations. Whether it was a command on when or how to do something, or control in monitoring those actions and gauging across several metrics – it’s no longer that simple. Increasingly, leadership is changing in a digital age by how well leaders can identify new solutions and monitor the addition of those new solutions.
Previously, leaders were expected to maintain a close relationship with their peers and subordinates, but now they must learn to provide leadership from a distance – which can be difficult for some.
The days of continually checking in with employees or peers to monitor their progress are long over, it’s all digital now. Few industries notice the effects of leadership from a distance greater than the healthcare industry. As an example, when a nurse goes into a patient’s room, they scan the barcode on the wristband of the patient. From there, they then scan any IV drips or medication provided to the patient. All this, while using a mobile unit that has the employee’s ID and employee number in the system and provides real-time updates to a system that is easily monitored.
This allows nurse leaders and healthcare executives to monitor patient treatment frequencies, medication delivered, and employee rotation. It wasn’t too long ago when healthcare leaders had to walk around each floor and monitor the progress of their subordinates and peers.
How Leaders Can Provide Guidance In The Changing Environment
Even though companies look to cut down on expenses and switch to these real-time digital solutions that are less expensive and increase productivity overall, leaders are still needed – their role just changes slightly.
Moving forward, leaders can provide guidance in how they seek out new solutions and then monitor the implementation of those new solutions. In addition, leaders can provide guidance by assisting employees and peers with learning those new solutions and monitoring room for improvement in existing technologies.
Some of the biggest trends in today’s digital age are automation, cloud computing, and big data. Individuals can provide leadership guidance by understanding how these trends are being used and can potentially be implemented to improve daily methods and procedures.
Leaders must become more accustomed to making decisions through the use of these modern digital technologies. In the event these new digital solutions don’t provide the answers one is looking for, leaders must find new ways to manipulate the technologies for answers to their questions. Increasingly, leaders can no longer only be accustomed to using one program or digital solution. Instead, leaders must learn how to manipulate and become proficient in a host of different technology solutions.
In conclusion, previous leadership guidance and styles many are accustomed to no longer work in today’s digital age. With new technological solutions that eliminate the need for peer-to-peer or employer-to-employee interaction, leaders should find ways to become accustomed to balancing the changing environment of the modern digital age. Leaders can provide guidance in learning new digital solutions, implementation, and improvement of those solutions.
More so than ever, leaders are needed to help push every industry forward by being the driving force to create and implement digital solutions that will help cut cost, improve customer service, and raise revenues.
Thank you to our guest post contributor, Ryan Bucci, a Content Strategist with HospitalCareers.com. HospitalCareers is the leading healthcare and hospital recruitment platform with over 25,000+ hospital jobs, career advice, and insights for qualified healthcare professionals.
I was working recently with a new student, who I am mentoring, and we discussed (what I find to be) the most important topic when building a relationship like this, how do you like to receive feedback and constructive criticism?
Primarily, this is the most important lesson for me, as the mentor. It is inevitable that there will be feedback, which is why we ask for mentoring, right? So how do you like it served?
I, for one, prefer direct and transparent communication. Don’t open with “here is what you are doing very well”, and shove the opportunities for improvement in the middle. That seems to beg the analogy of a “crap filled Oreo”. Give examples, bring me back to the instance when I performed the task, and what I could have done better. Bring me back to the conversation that took place, and show me where I could have guided it more efficiently, or changed course if appropriate?
What environment do you like to receive this in? I appreciate the one on one atmosphere with my mentor or next level. I want it to be the purpose of our time together. Feedback is not about just giving and receiving, it often requires a further discussion. It is of the utmost importance as a mentor, that feedback time is blocked for only that.
When would you like it? Personally, I prefer getting the feedback in the moment. Handling the situation at hand, and then having a time out to “debrief” about what could have gone better.
Feedback and criticism play a vital role in the development of leaders. It is so important that we are coordinating the way in which it is given to be the most beneficial to our student and as a set up for success in the overall experience.
Blog post by WHCM Steering Committee Member Jennifer Pendleton
This past Tuesday’s networking event in the Longwood Medical Area of Boston was a fun, energetic start to the New Year. We had more than 30 ladies attend, and I am always interested to meet new women and see the mix of professions and organizations – influenced in part by where we hold the networking event. I met women from all different healthcare industries and professions – quality, marketing and digital branding, law, assisted living, and a physician with her doctorate from another country who is seeking a job now that her daughter is a bit older and in school. We discuss so many great things, from healthcare industry changes, potential solutions to job hurdles, or sometimes just a tip about parking or an event.
The kaleidoscope of paths and range of professions that fall under the “healthcare” label is fascinating, and one I look forward to learning about at each networking event.
Blog post by WHCM Steering Committee Member Rachel Labas
WHCM 2018 Spring Forum: Health Care Innovation: How Market Players are Shaking Things Up and the Impact on Your Career
Join us for the first of our two annual yearly forums – this spring, our forum will feature dinner, networking, and an informative, interactive panel discussion.
Moderator: Claudine Swartz, Strategic Policy Solutions
- Sonia Millsom – Senior Vice President, Iora Health
- Lauren Peters – Undersecretary for Health Policy, Executive Office of Health & Human Services
- Christina Severin – President and CEO, Community Care Cooperative
- Beth Roberts – Senior Vice President, Regional Markets, Harvard Pilgrim Health Care
Sonia Millsom – Senior Vice President, Iora Health
Ms. Millsom leads Business Development for Iora Health with a mission to restore humanity to healthcare. Her passion for healthcare delivery reform started 25 years ago as a Peace Corps Volunteer in Morocco. She is a mentor through Menttium & Council for Women at Boston College and is a Board Member at HealthSourceRI, Social Enterprise Greenhouse and the Amy Gallagher Foundation. Following a BA from Boston College, she graduated from Columbia University with her MPH and has led growth at a national health plan, population health management organization and second opinion company. She is an avid runner, yogi, traveler & non-fiction geek and has been married 18 years with the text handle “Tiger Mom” to two daughters 15 & 12.
Lauren Peters – Undersecretary for Health Policy at the Executive Office of Health and Human Services (EOHHS)
THe EOHHS is the largest secretariat in the Commonwealth. Peters’ responsibilities include working closely on health-related operations and policy for the MassHealth (Medicaid) program that provides health coverage to 1.9 million low income or disabled residents; the Department of Mental Health; and the Department of Public Health. Peters also works closely with EOHHS boards and commissions such as the Massachusetts Health Connector and the Center for Health Information and Analysis Oversight Council. Prior to joining EOHHS, Peters served as Associate General Counsel, Health Care Policy Director, and Legislative Director at the Executive Office for Administration and Finance (A&F) where she served as an advisor on healthcare finance and policy matters. In that role, Peters also served as the A&F Secretary’s designees on several boards and commissions including the Health Policy Commission, Group Insurance Commission and the Health Information Technology Council. She has a law degree from Suffolk University Law School and a bachelor’s degree from Hobart and William Smith Colleges.
Christina Severin – President and CEO, Community Care Cooperative
Christina Severin is an accomplished health care executive with more than 20 years of experience in managed care, delivery systems, health insurance, Accountable Care Organizations, quality, public policy, and public health. Christina is the President and CEO of Community Care Cooperative (C3), a newly formed Accountable Care Organization comprised of 15 community health centers.
Christina’s prior leadership experience includes having served as President and Chief Executive Officer of Beth Israel Deaconess Care Organization and as President of Network Health, a nonprofit Massachusetts health plan.
She is widely recognized, including by the Boston Globe as a Top 100 Women-Led Business, October, 2015. The Boston Business Journal has recognized Christina as a “40 Under 40” honoree, profiled her in its “Women Up” feature, and named her to its list of top health care executives to change roles in 2013.
Christina has taught classes in health care administration and management at Boston University, Harvard University, and Northeastern University. Christina earned a Master of Public Health with a concentration in Health Services from Boston University School of Public Health, and a Bachelor of Arts in Political Economy from the University of Massachusetts at Amherst.
Beth-Ann Roberts – Senior Vice President, Commercial Business, Harvard Pilgrim Health Care
Beth-Ann Roberts takes a vision and makes it a reality through sound market-based strategy, with a focus on profitable growth. Respected as a passionate, no-nonsense leader with a credible voice in decision making, she sees opportunities and works cross-functionally within the organization to develop and implement strategies that drive business advantage. She has a reputation for building a teamwork approach, breaking down barriers and eliminating silos.
As Senior Vice President of Commercial Business at Harvard Pilgrim Health Care — a $3.0 billion, non-profit health insurance company serving over a million members — Ms. Roberts oversees the four commercial markets where Harvard Pilgrim offers insurance. With more than 30 years’ experience in the health care market, she specializes in identifying synergies, establishing internal partnerships, leveraging talent and leading a team of over 200 staff to identify the most promising opportunities within Massachusetts, New Hampshire, Connecticut and Maine. The careful balance of understanding the external market—including the products and services that drive successful business growth—and, optimizing Harvard Pilgrim’s strengths delivers winning solutions to the market.
Previously, as Senior Vice President for Regional Markets, Ms. Roberts led market-based strategy for New England, with direct responsibility for growing New Hampshire. Under her leadership, Harvard Pilgrim became the second-largest health plan in that state by entering new lines of business, forming unique partnerships and implementing a strategic approach to business development.
Ms. Roberts serves as Chair of the Board of Trustees for the RiverWoods Group and is a Board member of Benevera. In addition, the New Hampshire Business Review recognized her as an Outstanding Woman in Business in 2008, and in 2015 Business New Hampshire named her one of the top intriguing women of NH.
Ms. Roberts holds a Masters of Business Administration from Boston University.
Ms. Roberts and her husband Michael have two children, Branden and Bryanna. She raised her family in Londonderry, New Hampshire, and now resides in Waltham, Massachusetts, where she enjoys spending time outdoors with her family, and an active lifestyle that includes cycling, running, hiking and boating.
Having worked in government affairs the majority of my professional life, and currently working as Director of Government Relations for Atrius Health, my job absolutely depends on the relationships I develop and maintain. Probably the most important thing I’ve perfected is the art of networking and how important it is for the success in your career, no matter whether you are just entering into the marketplace or if you’re more seasoned.
Below are just a few of my tips for successful networking I try to use in my everyday life – like at meetings of Women in Healthcare Management -particularly if you’re attending an event for the very first time, don’t know any of the attendees or if there’s a large gathering.
- If possible, try to find out in advance who will be attending and try to target a few individuals you may want to seek out;
- Arrive on time;
- Mingle as much as possible, sit in the middle of the audience or venue;
- If you go to an event with a friend or co-worker, don’t cling to each other!;
- Bring business cards with you everywhere you go;
- Put down your mobile device!;
- Think about an icebreaker (“how long have you been coming”, “tell me a little bit more about what you do?”);
- Get business cards from anyone you meet (and write notes to remind you of a conversation);
- Smile and make eye contact;
- Don’t hijack the conversation – do more listening than speaking initially, and repeat the person’s name;
- Follow up with an email or personal note (where appropriate);
- Make networking a habit. Seek out opportunities to meet new and interesting people that will enhance you personally or professionally;
- Develop a “thick skin” – If someone you’re talking to seem distracted or uninterested move on to the next person;
- Do not “work the room” and try to meet everyone in the room, rather, promise yourself you’ll talk to at least 5 new people (if not more);
- Don’t be afraid to “join” in on a conversation. There’s nothing wrong with joining a conversation at a natural break. In most cases, people will automatically introduce themselves and include you in the conversation. If a conversation looks to be a serious one, you can discreetly walk away;
- Be yourself and have fun!
Blog post by WHCM Steering Committee Member Kathy Keough
When entering a leadership role, the one thing that we can all agree on is that we think of ourselves last, everything comes before our needs! Our staff, our strategic plan, team development and the everyday “fires” we are trying to contain, ALWAYS come first! Lately, with roll out of a new EMR, regional expansion and practice development, I have found myself overwhelmed and often wondering, is this what it will always be? Is this it? I reflected back to a project I did in November of 2016, and realized that by doing something for myself, I was able to benefit my staff, my institution and my commitment to being a great leader. In corporate worlds, we are always striving for the mission, vision and philosophy of the institution. We use these pillars to build our next steps, goals and projects. Have you thought about your own philosophy as a leader? Have you thought of the way that you see yourself as a leader? Creating this forces us to look at our personal values, our assumptions and our beliefs about leadership.
Start by identifying your leadership values, define them and describe how you see these playing out in your leadership style. Then uncover your assumptions, reflect on a positive and a negative experience, what do you define as leadership? Then, understand your beliefs of leadership. What do you believe? What is the purpose of leadership?
Once you have identified values, unearthed those assumptions and understand your beliefs, you are ready to write your personal statement! Understand that this philosophy will change as you grow, as you develop and as you maneuver through changes in your personal values, beliefs and assumptions.
Do this exercise, not just for your own foundation to build on, but to use in your leadership of others, your coaching and mentoring. Do this exercise for your professional development and your career.
Blog post by WHCM Steering Committee Member Jennifer Pendleton