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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

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

Our 2017 Fall Forum was a success!  More than 70 women enjoyed a buffet dinner and networking for the first half of the night, and then, as is typical for our Fall Forums, we had two breakout sessions based on what our members expressed an interest in learning more about.

In the first, Career Strategist, Sarah Cardozo Duncan, led a lively group exercise on how to quickly make a lasting impression with new contacts. Some points we learned: Establish your personal brand through story telling. A name, a business card, a dress-for-success outfit are often forgotten.  Most people remember a story, however.  Weave together highlights of your career beginnings, professional achievements, and current aspirations. Be prepared to tell your story to new acquaintances with enthusiasm and good eye contact.  These introductions are more likely to leave a lasting impression of you (your brand) and turn into your next job or customer lead.  Some key questions to address as you develop your story are:  How did you get into what you do?  What kind of clients do you have?  What do you bring to the table?  Tell me a personal success story?

In our second breakout session, Healthcare Recruiters Emmy and Phoenix and Business Development Manager Kaylee from the Addison Group presented on the modern job search. Addison Group specializes in placing candidates in long term opportunities within the business side of healthcare in staff level roles from billing to medical records.  Many attendees asked questions on LinkedIn profiles and utilizing LinkedIn to its full potential, so the majority of the presentation was spent discussing this very useful job searching and networking tool.  The women graciously offered their insights to attendees after the session for one-on-one reviews of their LinkedIn profiles.

Blog post by WHCM Steering Committee Members MaryGaye Grizwin and Rachel Labas

The concept of hand-offs became popular in nursing literature and practice in the past decade.  The success of hand-offs rests solely in communication.  As teams operate in a lean staffing model, projects are inevitably going to be subjected to hand-offs.  Passing work off is not a reflection on anyone’s work, it’s simply a necessity of conducting good business.  During summer months when folks are taking time off to celebrate birthdays, children leaving the nest, and summer sun and fun, organization departments can see a peak in handing off projects.  No-one should sacrifice their time off by thinking that their project cannot be successfully handed off and tackled by one of their equally qualified peers.  A person’s ability to recharge and unplug is critical.  If teams want to be successful they have to trust that they contribute to the department’s success.  Three key phases of hand-offs are: 1) information exchange 2) transferring responsibility and demonstrating accountability 3) continuity of business.  Below are some suggestions to a successful hand-off.

1. Provide a brief summary of the project background — where it started, where it needs to be, and where it is at the moment of the hand-off.
2. Share the critical need-to-know information first.  Remember need-to-know is different than nice-to-know.
3. Give a list of key contacts and their roles and responsibilities, as well as the tasks they are assigned.
4. Tell the person you are dealing with (client contact, internal or external) who your project is being handed off to and when you will be back.

For the person covering the project:

1. Make sure you copy your team member on all correspondence.
2. Prior to their return, craft a bulleted summary of what transpired while you were covering, so they can get back up-to-speed quickly.
3. Communicate to the client contact that your teammate is returning and what still needs to be taken care of and who is handling it.

In the end, communication is key to hand-offs and sharing pertinent information is essential.  Regardless of who is in the office or out, part of a successful team and organization, depends on the continuity of business processes and work flow.  Hand-offs prepare all persons involved in the project with a sense of ease that tasks will not fall through the cracks.

Blog post by WHCM Steering Committee Member Gail Winslow

I will be the first to admit that I am one of the outliers who truly enjoys networking. Women in Healthcare Management has afforded me this exceptional opportunity, as well as other groups. Most recently, I stepped out of my norm. I am mostly affiliated with professional women networks or those focused around healthcare management and administration. I was afforded the opportunity to try out a group that mixed genders and industries, and I was beyond excited to see what else was happening out in the world!

After showing up at the event and mingling for about twenty minutes, I was starting to doubt all that I ever thought I knew about the “art” of networking. From the start, we were divided by as simple a thing as name tags. They were color coded to the industry we belonged to. This was a tough one for me, as I wear several different hats in several different industries that were listed. Following this, I moved around the room, paying no attention to these colored factions we were classified by, just looking to learn new and innovative topics taking place in the professional world. It soon became clear that participants at this event were not of that same ilk. The insurance folks grouped in one corner, the bankers in another, the realtors remaining in their group at center stage. When introducing myself and all of the different areas I participate in, I could actually see folks rolling their eyes! It came to me within minutes that if I was not a sale to their company, there was no use in having a conversation with me. To say I was disappointed is an understatement at best.

I started to research the true definition of networking, as I thought I had learned it all wrong! Defined, networking is a socioeconomic business activity by which businesspeople and entrepreneurs meet to form business relationships and to recognize, create, or act upon business opportunities. Forming relationships, this is what I was out for! I wasn’t basing my introductions on making a certain number of sales, I was happy not mentioning the company names I work for/with, I was happy to talk about what the thirty-thousand foot scope of my work is, what barriers I face in my industry, and I wanted to know about others, what do we share? Have we conquered some of the same, and if so, how?

This was not the forum supported by this particular group, and I am now the wiser. I am proud to be a member within WHCM, and after seeing the “other side” of networking, I am grateful that we are a supportive networking group looking to promote each other, support each other and work collaboratively.

Blog post by WHCM Steering Committee Member Jennifer Pendleton

I was driving to work last week and listening to the radio, and the two hosts were discussing a list recently compiled highlighting the contributions of women – both solo and groups – to the world of music.  The host made a point that canonization is an important part of keeping a record in musical history, but most lists she found were dominated by men and male groups.  And, the characterization of “a woman in music” can be extrapolated to the perception of women in different arenas, like business.

“Defining women in music as women both makes their work more visible within a male-dominated milieu and potentially reduces their value. One reason for this may be a very deep belief that underlies much more than the status of women in music: the idea that men “do,” while women “be.””

The contributions of women to music over the decades (this list focuses from the 60s on up) is incredible, influential, and I think so worthy of this spotlight.  I also loved how the list mixes different genres, ages, and races of women.  It was compiled by nearly 50 women from across NPR and the public radio system and produced in partnership with Lincoln Center, and each number on the list has a little paragraph to explain the influence and why it was chosen.  Take some time and look at the list – you’ll discover something new and also see a reflection of artists which have influenced your life.

Three months ago I gave birth to my son, Dhruv. As expected, motherhood has been a life changing experience. My maternity leave has gone by in a wink and I am getting ready to go back to work.

And just like that, I join millions of women in the US going back to work in 12 weeks of giving birth.

In these 12 weeks, Dhruv and I became each other’ s universe. In mine, the pleasures of motherhood – the first smile, the snuggles and coos balanced out the challenges- breast feeding, sleep deprivation, physical and mental exhaustion. In 12 weeks, I am just about rediscovering the ground below my feet and my son is just about finding a cadence to his being. The physical separation that awaits us, with me going back to work, is a barrier to our progress and is extremely upsetting.

I am most definitely a broken record when I say this, but this timeline is personally cruel and unfair to the newborn and the new mom, economically irrational and socially backwards.

The statistics and information are out there.

Participation of women in the labor force has declined in the US, women continue to make 77 cents for every dollar a man earns, women are significantly underrepresented on corporate boards and governments, US is the only developed country that does not offer paid time off, women cite lack of extended maternity leave and flexibility as leading causes for leaving the workforce- you get the idea.

These facts add up. At an individual level , they add up to a systemic bias preventing women from achieving true equality with their male peers. At an organizational level, they create pockets of short term productivity loss due to the new parent’s absence. Given the limited time that new parents are away, there is a low ROI to create an plan B, keeping the status quo. At an economic level, this keeps the labor market unequal and not at its full potential. Lastly, as a society, we are downgrading the very fundamental act of creating the next generation of citizens and disproportionately affecting low and middle income families.

If we as a society are serious about equality, this has got to change. The narrative of “women can have it all” has to change. From focusing on the individual we have to change the narrative to what we can do at a macro level – in schools and companies and governments – to create a support structure to systematically address the design flaws in the status quo.

There are several societies that seem to have made strides. While we don’t have to blindly duplicate European, Nordic or Asian models, should we not at least evaluate the American model? Test and innovate to create newer models of our own? Use technology to allow for flexibility without hampering productivity? We pride ourselves on innovations and for being boundary pushers, so why not when it comes to women and motherhood ?

Personally, I am extremely fortunate to have a partner who truly is an equal parent, to have family and friends that bend over backwards to create a taut support system and to afford help, big and small, when I need it. Professionally, I am fortunate to work for a company and team that values flexibility.

But I am the exception, not the norm. And given that it is 2017, isn’t that a shame?

Dhruv and I will cope to our reality, I simply wish the reality were a different one. One with the most precious resource of all- more time.

Blog post by WHCM CO-Chair Dhana Kotwal

“When you divorce providers from fee-for-service as a revenue stream, all kinds of exciting things can happen.” That blue-sky vision from Commonwealth Care Alliance Chief Medical Officer Toyin Ajayi, MD, MPhil, struck the keynote for this year’s WHCM “hot topic” Spring Forum panel presentation. Dr. Ajayi was speaking to this year’s panel topic, “Upending the Visit Paradigm: Bringing Care to the Patient.” Held at the end of March, the panel presentation also featured Alexis Bernstein, Wellframe’s Senior Director for Client Services, and Rebecca Bialecki, BSN, Ph.D., Vice President for Community Health and Chief Change Agent at Heywood Healthcare. Alexandra Schweitzer, a healthcare consultant with diverse experience building innovative care delivery models, moderated the discussion, which highlighted initiatives to expand care outside the traditional office setting.

The discussion kicked off with panelists identifying their motivation for innovating ways to deliver care to patients where they live. For Toyin and CCA, it’s about doing more for patients who need more frequent touches, while for Rebecca and Heywood Healthcare, it’s about bringing specialty care to patients in isolated rural communities. Alexis and Wellframe are looking to keep patients connected with care between visits. Heywood Health’s service area is about as rural as Massachusetts gets, so it’s hard to connect patients with care if it means getting each patient to where the care is.  True to her title of Chief Change Agent, Rebecca found different route through telemedicine.

Heywood began by creating one of the first teleneurology services, providing access to a scarce but much needed specialty resource by building on their tele-stroke experience, which connected their care teams with physicians at Mayo Clinic via remote consultation.  That success led to Heywood’s recent telepsych service for children.  The service initially links behavioral health providers with families via a telehealth connection, and then sends out nurses to provide follow-up home visits. The model has enabled children with more acute mental health needs to get stabilized at home and avoid hospitalization. Heywood has seen gratifying results, with kids able to stay well with less psychiatric medication, and a decrease in hospital admissions. The resulting improvement in the hospital’s Leapfrog score will eventually mean better payment.

At Wellframe, care managers reach out to patients between visits, focusing on transitional or other vulnerable times.  At each touch the care manager works on a small piece of the care plan with the patient, making the information more manageable for patients, many having multiple medical conditions. Through this highly efficient “mobile amplification” of care management, more patients are able to stay connected to care. Wellframe has demonstrated an ability to reduce no-shows for the critical post-hospital-discharge visit, as well as to boost medication and care plan adherence.

At CCA, Toyin and the team are developing ways to measure value when bringing care to highly vulnerable patients at home or in other new alternatives sites.  When a provider organization leaves “transactional” care — and is no longer relying on the usual tallies of admissions, procedures, etc. – how will the providers know if they are getting the behaviors they want?  Rather than measuring the absence of poor outcomes, CCA has been working on measuring the positive. Instead of counting hospital admissions, for example, measure days at home. Toyin and her team caution that it takes 18-24 months to see the benefits of increased investments in primary and behavioral health care through new models, but patience pays off, as costs are definitely reduced.

After our panelists had unpacked their organizations’ experiences, the question-and-answer session yielded a few gems for successful implementation of initiatives to expand care beyond traditional delivery settings:

• Make believers by sharing stories – providers engage peers in the excitement of patient successes.
• Expect glitches – technology is great at enabling care, but computers can go down!
• Better to go all in. Pilot projects can undermine adoption, because reluctant adopters think that if they wait long enough, the disruption to business as usual will go away. Instead, communicate that “this is now how we do our work.”
• Work with policy makers and payers to advocate for payment parity to support innovative delivery.
• Go to the patient to gain insight on what works – patients tend to show high engagement with these new “visit” paradigms.
• At the end of the day, we’re trying new things because we want to bring better care to people. Find common ground where it matters.

Blog post by WHCM Steering Committee Member Emily Brower