Performance Matters

2011-12-21T08:25:00.001-05:00

As we watch another year wind down and celebrate the Christmas season and the beginning of a new year, I want to extend a simple thank you to friends and clients (they are one in the same) for another satisfying year of business challenges opportunities and friendships. It has been my privilege to contribute to your success and to have grown together.

Over the past 18 months I've been working with a select group of PT private practices from around the USA in a new business collaborative called InVisage. It is a close knit group that is quietly redefining how physical therapy is practiced and the opportunities that build on our competencies. If you are a PT private practice owner you might be interested.

Because of my time commitments to the InVisage practices and other select physical therapy and personal training clients, I'm finding less and less time to blog for "public" benefit. Instead, my daily blogging and twice a week webinars are be directed toward creating prosperity for the committed few. Doing so also protects my personal time with family and friends.

The several hundred timeless blog posts that are contained here have been gathered over the years and are here for your exploration and use - I'm confident you will find benefit as a practice owner and countless others. I would particularly call your attention to the Matrix series (see select post topics in the lower left column).

I'll be back from time to time with posts as time allows. In the meantime, feel free to contract me if I can be of service.

All the Best,
Bob

(c) 2011
Performance Builders

Welcome Gray Institute Live Symposium Participants

2011-10-07T07:00:00.000-04:00

I have the privilege to speak at the Gray Institute Live Applied Functional Science Symposium in Chicago today. There will be dozens of speakers presenting on one stage with hundreds of therapists, trainers, and coaches participating. WOW!

My topic topic is "Tweakology ...Consider the Possibilities"

There are just 3 primary colors - red, blue, and green; yet when combined they produce infinite color possibilities - think rainbows, sunsets, and art. And, that's just the visible spectrum that our eyes can see... there is also the infrared and ultraviolet portion of the spectrum. The visible spectrum represents our body, the infrared our minds, and the ultraviolet our spirits - all three are a part of the spectrum and a part of life.

So too, exercise involves 3 primary elements - a person, a task, and an environment that engage 3 primary variables - movement, force, and time. When combined, they too produce infinite possibilities that touch body, mind, and spirit - that which we see and that which we don't see.

These elements and variables are what put the Magic in the 3-D Matrix.The possibilities are endless.

In preschool children are given a blank piece of paper and crayons (affordances) and invited to color. They predictably choose their favorite color (attractor well) and scribble (emmergent patterns) randomly across the paper (environment). Over time kids learn to draw lines, shapes and images (constraints). They learn to color (move) within the lines with purpose. They learn to mix (integrate) color and to introduce shading, texture, and perspective. Every child is unique. Every drawing is a unique reflection of the child who drew it.

So too it is with exercise. People tend to choose a few favorites and apply them randomly and even recklessly. But exercise like color can be evolved, refined, and customized to reflect the unique needs and aspirations of any person at any time.

As therapists, trainers, and coaches we are artists. We don't paint on canvas but rather sculpt in the flesh and bones of our patients, clients, and athletes.

Tweak! ...Put the magic in the matrix. ...Put the magic in living!

Enjoy this celebration of kids, color, and movement and remember you have the power to create perfect exercise for each person you engage... The Crayola Song (~4 min.).

Consider this Matters That Matter Reflection "Creatures" on the art of sculpting movement.

Search for the magic! Become the artist you are meant to be!

All the Best!

Bob

(c) Copyright 2011
Performance Builders

Vote Yourself Off the Island

2011-09-29T10:38:00.000-04:00

I talk to a lot of Private Practice Physical Therapy Owners every week. Most describe feeling like a cast-away alone on a desert island, under the hot sun of regulations without shade, insufficient resources, and surrounded by sharks (declining compensation, rising costs, staffing challenges, productivity issues, moneyed competition, an un-level playing field, and more...). It seems the harder they work the less they have to show for it. Time for family, friends and the rewards of success continue to erode.

As long as PT practice owners continue to play a defense game alone, they WILL continue to lose and lose BIG!

It's time to take control, team up and go on offense!

All The Best!

Bob

(c) Copyright 2011
Performance Builders

We're Breaking-Out...

2011-09-27T10:29:00.000-04:00

The practice of physical therapy is controlled by payers not patients and professionals. Insurers (private and government) define PT practice. When you play a game defined by someone else, on their field, with their equipment, rules and referees, who do you think is likely to win? For decades PT has built walls to protect the interests of consumers and qualified providers. Today those walls are feeling less like a castle fortress and more like prison walls.

It's time to break out!

All the Best!
Bob
(c) copyright 2011
Performance Builders

Placebo

2011-09-25T07:39:00.003-04:00

The following from Seth Godin crossed my desk this morning and I thought it worth sharing...

Marketingof the placebo: Everyone gets their own belief

"The placebo effect isn't a lie. In fact, if you believe something is goingto help you get better, it may very well do just that.

This very same effect works with stereo equipment, wine, politicians... justabout everything where our belief intersects with reality.

You can believe that Ford is better than Chevy, that California reds arebetter than French ones and that your particular tribe is right (and thateveryone else is wrong.)

Marketers love the placebo effect because it opens the door to stories andfables and word of mouth and varied perceptions. It gives marketers room to sellmore than price and features. The first cultural byproduct this benefit createsis the notion that everyone is entitled to believe what they believe, and it’srude to question it.

The second, is a real problem, though. If you spend enough time experiencingyour own take on reality, you come to believe that what works for you mightactually be a universal truth. Marketing plus psychology might equal science,it seems.

For the placebo to work, you have to believe it, but sometimes believingrequires suspension of your connection with verifiable fact.

When that happens, we might believe that we’re entitled to believe thingsthat conflict with demonstrable truth and an understanding of reality. Withenough internal spin, you can believe that the moon walk was a fake, thatlevitation is possible and that the world is only 6,000 years old. You arewelcome to believe that aqua metals will improve your sports performance and that z-rays will cure your arthritis, but only until it collideswith things that are actually true. Placebos are a good thing, and everyone isentitled to their own beliefs, but they're not entitled to their own science.

We now have to deal with the fallout from personal science. We've so blurredthe lines between stories we tell ourselves and our perception of the outsideworld that it's easy to be confused and easier still to confuse others if itadvances your cause...."

As the saying goes, "The problem is not in what we don't know, but what we do know that just ain't so." Where is the placebo affect holding back your performance, career, practice, relationships, potential? What is it that you believe that just ain't so?

InVisage InVitation

2011-08-13T08:00:00.002-04:00

Over the past few months I've hinted about a group of progressive physical therapy practice owners that have come together from across the country to redefine competitive advantage and in doing so create new possibilities and prosperity for their practices. They are clear-eyed professionals who understand one does not take the lead by playing follow-the-leader or running with the crowd.

When everyone is zigging there's a lot of value in zagging. They are zagging - big time!

Maybe you should too...

Each has purpose, autonomy, and mastery in their clinic practice, business operations, marketing, and in themselves as leaders. Each is practicing differently, each is practicing better, each has taken control of their own future and reward is seeking them out.

Times have changed. Old patterns of practice are no longer adequate.Old patterns of professional association have lost potency. The playing field is not level and will not become level. Risks are greater as are their consequences. The rules and economics of practice have changed forever.

This coming together of like-minded private practice owners is called InVisage. It is doing together what no one practice could do alone. InVisage is a game changer. It is an exclusive collaboration of premier practices in exclusive markets that are innovating fast, gaining momentum, and getting results. InVisage is not out to change the profession; but rather to progress beyond the profession. Its not about surviving. It is about thriving.Invisage is for progressive physical therapy private practice owners who belief there is more, much more, than the tightening constraints and frustrations of traditional PT practice.

Interested? Contact me.

Perhaps InVisage is in your future...

All the Best!

Bob

(c) copyright 2011
Performance Builders

You are the Gold

2011-08-12T08:27:00.002-04:00

"Recent fluctuations in the stock market have driven the price of gold way up. Many people believe that when currency weakens, gold is a standard that you can depend on.

I’m not an economist, so I cannot say if this approach is correct. Yet whenever I hear about people flocking to buy gold, I remember the advice I once heard a spiritual teacher give a student who could not seem to get a handle on prosperity. “You are the gold,” he told her.

We all like the idea of what money can do for us, but few of us recognize what we can do for ourselves. Spiritual guide Bashar predicts that, at some point, our economy will shift from a standard based on commodities such as gold or oil, to a standard based on the value of people and the skills and talents we have to offer. We will cease to trust in stuff and begin to trust in spirit.

This makes a lot of sense to me. There is much strife in the world as people fight over commodities with limited resources. Meanwhile, human beings are the ultimate renewable resource. The most successful people are those with good ideas, which are infinite and eternal. Stephen Jobs, for example, has commandeered ideas that have revolutionized the computer, audio, and PDA industry. He is wealthy, not because of what he gathered from outside himself, but because of what he brought forth from inside himself.

Buy gold if you want to, but don’t overlook the gold inside you. You are precious and powerful beyond measure and not at all subject to fluctuations around you. Bashar suggests, 'Take stock in yourself.'" - Alan Cohen

All The Best!

Bob

Performance Builders

Compensation

2011-08-08T15:13:00.001-04:00

David, in response to your question about negotiating compensation...

Fair question... here are my thoughts.

The underlying principle is fairness - win/win. When a one time transaction is involved, the issue of fairness is transient and short lived. But when the transaction is ongoing as with employment or service contract, the matter of fairness is always on the table and is likely to shift due to changing circumstances - what was fair yesterday may no longer be fair going forward. Thus periodic review is warranted. Employment is about mutual exploitation of value. When the value is no longer mutually beneficial or overly constraining it will end.

Compensation is all about contribution. At the heart of mutual value exploitation is the fairness of compensation relative to contribution. Increased compensation assumes there is a proportional increase in the creation of value. If one desires more compensation, one must be willing to contribute more value creation. Since one's compensation is assumed to be economic (i.e. not just heart felt gratitude), then one's contribution must also be economic. Just because someone is handsome, really liked, and smart does not mean they contribute economic value. The value of knowledge is proportional to its fruit. I frequently see GIFT Fellows who expect higher compensation because of the knowledge they have acquired. That knowledge is worthless in an employment situation unless it is translated into economic value - more clients, more revenue, better profit. That's just the way it is.

Professionals are not motivated primarily by money. Compensation needs to be adequate but it is not what drives knowledge based workers. In fact, financial incentives only work in manual labor. Financial incentives actually have a negative impact in knowledge based work. Professionals are motivated primarily by Purpose, Autonomy and Mastery.

Tenure has little economic value in employment. People are not worth more simply because they have been with a company for a long period of time. Their value is determined by their current level of contribution. As such annual increases make little sense unless they correct a market inequality or contribution has increased.

The first responsibility of a business owner is the survival of the business. Employees who demand too much compensation can and often do undermine the vitality of the business, reduce job security for all who are employed, and reduce the company's ability to serve its customers.

So with compensation there is the matter of contribution and business vitality.

Shift gears...

If I'm an employee and I want to earn more, first I must demonstrate incremental, or even better, exponential financial value creation. That is what justifies higher compensation. I need to be willing to give it before I get it. I need to prime the pump. Oh, and I also need to practice good loyalty, team work, and good company citizen ship. Employees with low productivity, who are high maintenance, demanding, or generally a "pain in the ass" are in a poor position to negotiate anything.

Next I must find out what I'm worth in the market place. To do that I can: ask around, seek other job offers, and research compensation databases (many available on the internet and through professional associations). This is all about benchmarking - where do I stand in comparison to others and how do I contribute in comparison to others. Keep in mind that compensation involves wages, benefits, working conditions, growth/advancement opportunities, flexibility, etc - compensation is the whole package. There is always variation across employment situations. Sometimes these are negotiable and sometimes not. Employers do have certain legal and practical fairness obligation.

As to actual negotiations, I'd recommend stating what financial compensation you want and why you deserve it - value creation, economic contribution, comparative compensation, commitment/loyalty, and willingness to share financial risk Then talk about the time line for achieving your financial goals - it may not be possible tomorrow, but can you at least launch on on a favorable trajectory. Be creative - what can you substitute for dollars, how else could you contribute, how much risk are you willing to accept in exchange for greater opportunity? For instance, would you be willing to risk a 20% reduction in compensation in exchange for a 20% upside opportunity depending on your financial contribution to the business?

One thing is for sure - if you go into a compensation negotiation with attitude, anger and threats it will backfire eventually. Conduct your negotiations professionally and respectfully. Be factual. Be creative. Be accountable. Be patient. Be fair!

I hope there's a nugget or two in all of this that you can use.

All the Best!

Bob

(c) copyright 2011
Performance Builders

Entitlement

2011-07-31T12:42:00.001-04:00

It's been a tough week to escape the federal financial debate, no correct that, "Debacle". The country is less faced by a debt ceiling than by a leadership deficiency. At the heart of every conversation is the issue of entitlements. Nearly half of Americans pay NO taxes, but all want what is "entitled" to them... think social security, medicare, medicaid. The federal government more than doubled since 1965 - of course state and local governments have also grown. None of this is a surprise. The financial implications of baby boomer retirement has been well documented for decades by the Menniger Foundation and foretold by Kotlikoff in his book The Coming Generational Storm (2004). But somehow the inevitable is conveniently pushed aside.

There is another entitlement issue. It is one faced by nearly every physical therapy practice in the country. It is the entitlement of compensation driven by labor shortages but supported by third party reimbursement. Over the past 2 decades, I have had the pleasure of working with over 100 hospital systems, and several hundred private practices. Interestingly, I've never found a hospital based PT service that knows what its profit margin is - yes they know how they compare to budget with all its arbitrary and rationalized allocations but not whether they in fact are creating economic value or even covering their own expense. Likewise, it is rare indeed to find a private practice PT owner that can simply answer the same two questions. Then there are employed PTs... are they creating financial value for their employer and for their own job security? Is that value proportional to their compensation?

The US federal government will be paying over half of the entire US health bill by next year - that's even before national health insurance (2014). Do you think that the federal government solvency might impact Medicare spending? Do you think Medicare spending might impact PT provider reimbursement? Do you think PT provider reimbursement might impact PT compensation?

BELIEVE IT!

PREPARE FOR IT!

BEGIN NOW!

Are you entitled? Think again!

All The Best!

Bob

Performance Builders

Trial, Error and the God Complex

2011-07-22T17:20:00.000-04:00

Issues

2011-07-13T10:15:00.000-04:00

Every professional runs into issues from time to time, forcing uncomfortable confrontations. This happened to a client of mine recently. Here was my advice...

Attack the issue not the person. Doing this reduced defensiveness and enables alternative endings other than win/lose.
Make your points in questions rather than statements. Doing this keeps you off the defensive and support #1 above.
Approach the issue as if you were discussing it on behalf of someone you care about rather than yourself. Doing so reduces your emotion and positions you to speak on behalf of what is fair, just, and right.

Don't avoid confrontation when it is necessary; instead position it for success.

All the Best!

Bob

Performance Builders

Breeding for the Future

2011-06-11T13:50:00.000-04:00

“Breeding is a way to brainstorm fast and loose; engineering is a way to fine tune and control”

-Kevin Kelly

Health related practices tend to focus on fine tuning what is - design a new form, save a minute, reassign a task, comply with a new rule, refine a technique, teach an old protocol.

You know the routine...

But what if the future will be different from the past?

What if we had 6+ billion people on earth rather than the 2 billion that were here when I was born? Hint - we do!
What if they all want what we have? Hint - They do!
What if the earth lacked the resources to achieve that? Hint - It does!
What if health was more impacted by lifestyles than disease? Hint - It is!
What if government funds were inadequate to meet financial obligations? Hint - They are!
What if healthcare spending couldn't keep up with healthcare expectations? Hint - It can't!
What if new health legislation were to slash entitlement healthcare spending? Hint - It will!
What if all of this were not far off into the future but just around the corner? Hint - It is!

Then, fine tuning what we do will not be enough.

It's time for breeding not engineering. It's time for innovation, experimentation, and iteration.

It's time to get real! It's time to see ourselves differently. It's time to think differently. It's time to seek new solutions. It's time to embrace new opportunity. It's time to reinvest in our future.

Is your practice breeding or engineering?

What are you investing toward thriving not just surviving tomorrow?

Tomorrow is today!

All the Best!

Bob

Performance Builders

Update

2011-04-28T15:57:00.001-04:00

Friends

I'm taking a little time off from blogging. Should be posting again mid June.

Two reasons:
1. Celebrating our 40th wedding anniversary.
2. Launching a new venture that will transform how Physical Therapy Private Practice is conducted and rewarded. We have begun with 6 independent practices from across the USA and will be inviting a second round of practices to join us over the summer. If you are a private practice owner, particularly one with Applied Functional Science interests, please get in touch with me SOON.

All The Best!

Bob

(c) Copyright 2011
Performance Builders

Leadership - Matters

2011-04-13T16:34:00.000-04:00

Leadership is not about being important or influential. It's about helping people to realize their potential, to remember the values that are shared, To focus on the purpose to be achieved, to realize what it is they are building, and why it matters.

So what matters?

All The Best!

Bob

(C) copyright 2011
Performance Builders

Leadership - Getting Personal

2011-04-10T09:16:00.000-04:00

Leadership is about change. If change isn't the priority, a good manager will do.

Change involves both individuals and a collective community.

Individual change always precedes community change.

Individuals change when provoked at an emotional level. But most change initiatives are premised on rational information - facts and figures, the bigger the better typically. Most such initiatives fail to deliver change.

Change is driven by emotion not rationality. In fact, we might say that change is driven by irrationality. Science and history has demonstrated that repeatedly.

People are first and foremost emotional creatures. They need to be emotionally changed to support change.

Change occurs one person at a time. Each person wants to know just one thing - how will the change affect ME. It's not selfish, its just human nature.

Whether we are changing policies for a handful of people or changing lives on a global scale, there is one important understanding to never loose sight off...

To be and effective leader, Get PERSONAL...with yourself and others!

All the Best!

Bob

(c) Copyright 2011
Performance Builders

Leadership - Putting the Pieces in Place

2011-03-27T16:52:00.000-04:00

Have you ever tried to put a puzzle together when some of the pieces were missing - particularly the corners? ...Ever tried to put a puzzle together whose pieces were randomly gathered from multiple puzzles? ...Ever tried to put a a puzzle together that whose pieces were contained in the wrong puzzle box - i.e. that had the right pieces in the box but the wrong picture on the box?

It's not that such puzzles are difficult to put together, they are more likely than not impossible to put together! ...IMPOSSIBLE!

Picture puzzles are two dimensional and static. Life is three dimensional, dynamic, ever changing and evolving.

What are the puzzle pieces that leaders have to work with?

They have an intangible vision - consider it the picture on the cover of the box. It's a picture that only the leader can see. It's a picture others will need to assemble.

They have passion, strengths, competencies, values, voice, and purpose.

What they need are resources, rules, behaviors, and consequences. They will need to be created or acquired.

Every piece is important. Any piece can prevent the whole from coming together. Its an all or nothing proposition with real risks in play - its all on the line.

If the leader has never worked with these pieces before the effort is uncertain, the risks are exponential, and the results incalculable.

Successful leadership is about getting all of the pieces and getting them just right.

What's your vision? Got pieces?

All the Best!

Bob

(c) copyright 2011
Performance Builders

Leadership - Key Questions

2011-03-21T19:42:00.002-04:00

13 Important Questions for Leaders...

What's more important, your success or the company's?
Are you in it for yourself or those you lead?
Do those around you flourish by your leadership?
Are you really worth your compensation visa-a-visa other stakeholders?
What's more important, getting it done or who gets the credit?
What's more important, getting it done or how it gets done?
How transparent are you really willing to be?
How responsible and accountable are you personally willing to be?
How willing are you to admit you're wrong or change your position?
How willing are you to be challenged personally for the good of the company?
How much control are you willing to relinquish for the sake of innovation?
What are you giving back to society personally and as a company?
Are you trusted by stakeholders; and is any of that trust misplaced?

These questions are not hypothetical.

All the Best!

Bob

Performance Builders

Leadership - Drive-by

2011-03-09T08:58:00.000-05:00

Leadership is about vision, nurturing, growth, and sweating the details to get things right. Its about the big picture, the big rocks, persistence, how things fit together, and what doesn't belong.

This morning's email finds more drive-by solutions promoted by everyone from the wannabe marketing guru to a Top 5 consulting firm... "Five quick tips to ____", "Three easy steps to _____", "Ten reasons to ____".

....Drive-by leadership is bait (can you smell it?) that is sent via email to a massive distribution list that includes all of your competitors. Well if the idea was worth something initially, its not worth anything now. There's a reason why those great ideas are free! But that's not saying they don't cost one something by way of lost time, wasted effort, disruption of work, and evidence that management really doesn't have a clue...

Leaders don't want quick and easy because they understand there is no competitive advantage or enduring value created by the quick and easy. The response to drive-by solutions is for smart leaders to simply drive-by.

Too often the same drive-by attitude demonstrated by leadership takes root in the team that's delivering services to patients and clients. ...Ops now there's a problem.

And, the drive-by leader looks again for the next easy answer that finds its way to the inbox...

All the Best!

Bob

(c) copyright 2011
Performance Builders

Leadership - Recognition

2011-02-25T11:21:00.003-05:00

"I had the privilege the past couple of days to participate in a US Navy briefing in San Diego in connection to a global safe water initiative I'm involved in. We explored seemingly unnatural collaboration opportunities involving: national defense and international humanitarian aid, government and non-government organizations (NGOs), and for-profit and nonprofit companies. It was visionary, invigorating, and happening.

Amidst all of that high level discussion, there was a pause each day for two brief ceremonies...

The first was the playing of the national anthem each morning complete with military brass ensemble. Military and civilian participants stood together in a few moments of reflection to remember our heritage, our privilege, our responsibility, our opportunity, and our gift of freedom. It was incredibly poignant as the news of Libya's revolution continued to stream across my cell phone.

The second was the Admiral's formal recognition each day of an individual that had contributed to the success of the Navy's humanitarian mission by simply performing his / her assigned and assumed role / duties dependably with integrity and excellence. We stood together in recognition and respect of the person's contribution and applauded the presentation of a simple service ribbon.

I was struck by two things.

First, the value of being continually reminded together of our shared purpose and priorities; but how seldom we do that in businesses and practices.

Second, how seldom we pause together in a meaningful way to simply recognize, respect, and celebrate the reliable contributions of individual team members who do what needs doing.

What opportunities we miss to build loyalty, character, and teamwork!

What an opportunity we miss to model effective leadership by our example!

Who in your life deserves recognition? Who in your life needs recognition?

As a leader, who will you recognize this week?

All the Best!

Bob

(c) copyright 2011
Performance Builders
.

Leadership - Stories

2011-02-09T13:02:00.000-05:00

Stories change our world.

Consider recent stories about the people of Tunisia and Egypt who seek freedom, justice and better life.

Good leaders tend to be story collectors and frequent story tellers.

Stories retell lessons learned. They forecast danger. They focus energy. They imagine a better future. They inspire.

Statistics and Stories are fundamentally different.

Statistics are heartless, easily manipulated, poorly understood, commonly ignored, and predictably forgotten.

Stories have heart, establish authenticity, elicit empathy and emotion, and beg to be retold over and over again. Good stories begin with a situation (once upon a time...), establish tension (good vs. bad), then resolve it (The End).

Great stories elicit a response.

Stories are powerful in motivating and marketing. Stories change opinions, decisions, and outcomes.

What are the stories you are listening to? What are the stories you are telling? Which of your stories are being remembered and told over and over again. Which of your stories are changing people's lives for the better.

Leaders who are not telling stories are not leading to their potential!

All the Best!

Bob

(c) Copyright 2011
Performance Builders

Leadership - Fit 2

2011-02-03T17:55:00.002-05:00

Adrea, thank you for your comments. You bring up an important leadership point that originated with Jim Collins (Good to Great).

His metaphor of "getting the right people on the bus" is often used within organizations in a context that the company has established a vision and destination and now it time to see who's committed (on the bus) and who is not (off the bus).

But that's not how the metaphor was intended.

The actual intent was that companies recruit and retain people (the "who" not the "what") that are talented and embracing of change; realizing that given rapidly developing markets, economies, and technologies, companies can never really know their destination.

The best any company has is aspirations and a direction that may require ongoing course corrections by an energized team.

Today, companies are dealing with a journey through constant change, not a destination despite change. With capable and accommodating people, roles, priorities, products, and processes can change with the times.

Going back to the young women who needs to change "Her" environment'...

She needs to engage an organization that is building a team with a growth mindset rather than a fixed mindset. Getting on the right bus with the right people is much more gratifying (and usually rewarding) than throwing people off the bus. Its also worth noting that with fixed mindset companies, its too often the change-agent that ends up under the bus.

All the Best!

Bob

(c) Copyright 2011
Performance Builders

Leadership - Fit

2011-01-29T17:40:00.003-05:00

I just finished a conversation with a young woman with exceptional and well proven leader skills. She finds herself in an organization where mediocre is good-enough. Her talent will never be appreciated, leveraged or rewarded; and she will undoubtedly burn herself out trying. Change-agents/leaders need to be in appropriate/receptive environments. Her priority needs to be to change HER environment not THE environment.

Leadership is all about FIT. How's your fit?

All The Best!

Bob

(c) Copyright 2011
Performance Builders

Leadership – Are we there YET?

2011-01-19T22:22:00.002-05:00

It seems leaders have two choices – protect performance or provoke potential. Leaders with protection priorities focus on compliance. Leaders with provocation priorities focus on alliance. The difference is a fixed mindset vs. a growth mindset.

If all one has, is all there is, then the priority is likely to “protect it” – avoid risk and vulnerability …to conserve, constrain, compete, and comply with others. On the other hand, if all one has, is all there is YET, then the priority is to “provoke potential” – take risk and be vulnerable; to experiment, learn, collaborate, and align with others.

The difference is an attitude of scarcity or abundance.

It seems the prevailing attitude amongst health providers these days is the fixed mindset. That attitude is self-reinforcing and self-fulfilling. “That’s all there is.”

Yet, in a “market- on-the-move”, whether up, down , or to the side, there is always opportunity – lot’s of it! It takes a growth mindset attitude to dare move to the market or better, get ahead of the market. It too is self-reinforcing and self-fulfilling. “That’s all I have, YET!”

As Henry Ford said, “Whether you think you can or can’t, you’re right!”

All The Best!

Bob

Performance Builders

Leadership - Anyone Can

2011-01-09T15:22:00.004-05:00

I visited my daughter recently on the upper west side of Manhattan. While there, I stumbled across an old statue of Joan of Arc, sculpted by Anna Vaughn Hyatt Huntington in 1915. ...If you are interested, it stands at the far west end of 93rd Street on a hilltop in a small park.

At age 17, Joan of Arc, daughter of a farmer with no military training and wearing borrowed armor, lead French forces into a series of astonishing and decisive battles late in France's 100 year war with England (1429). A year or so later she was captured in battle by the English. There was a show trial and she was executed (burned at the stake) at age 19. She is recognized as both a French heroine and a Catholic Saint. Her story is fascinating.

The statue was sculpted by a little-known sculptor, Ann Huntington while in her early 30s and was erected in NY in 1915. It was Huntington's first figurine to be exhibited and the first statue in New York to memorialize a woman.

Which brings me to the following quote...

“The Jewish people, ever since David slew Goliath, have never considered youth as a barrier to leadership.”

... A valuable insight for all of us, and a reminder that anyone can become a leader.

...Just keep doing the next right thing at any cost!

All The Best!

Bob

(c) copyright 2011
Performance Builders

Leadership - Walk the Talk

2011-01-04T13:15:00.009-05:00

I've had the privilege to lead an ongoing conversation over the past several months involving a half dozen private practice owners whose practices are scattered across America. Each owner is both my client and a dear friend.

Each is a gifted professional with advanced clinical skills who walks the talk of commitment and excellence in the care they provide their patients every day.

Each also walks the talk in nurturing and mentoring staff members who daily juggle the complex realities of balancing personal, family, and professional responsibilities.

Each walks the talk through generous contribution of time and wisdom to schools, churches, and civic groups in communities they serve, and by facilitating volunteerism by staff members.

During those conversations, the owners each honestly shared their own pain associated with the the challenge to provide job security to staff and innovative personal care to patients within an environment where care needs were growing, costs were escalating, reimbursement was eroding, and competition was increasing. In their candor each was again walking the talk.

In that candor, it was apparent that though their practices were thousands of miles apart they were on the same journey and facing the same challenges.

Each struggled with the reality of the increasing gap that separated their aspirations from their resources. Each acknowledged soberly that the future held more, not less, of the same.

In the end, they came together with one voice and one path. They announced that they would walk the talk boldly together - in doing so they would pickup the pace - they would run, not walk; and rather than just talk, they would put their money where their mouth was. They came together with a shared vision and goal - to become nothing less than the North Star of innovation in an increasingly ordinary industry.

Now that's leadership!

WOW!

They acknowledged that they don't have all of the answers - YET!

BUT, they will!

They are smart and creative - together they will figure it out! I love their spirit, determination, and resolve. My money is on them!

Now they are running together, not alone. Now they have a bold vision and a promising destination. No longer are they in a reactive mode waiting for "the next shoe to drop". Now they are crafting their own futures! For them its not only a New Year, but a New Future!

That's what I call walking the talk!

All The Best!

Bob

(c) 2011
Performance Builders

Lead by Lagging

2010-12-28T18:34:00.000-05:00

The traditional image of a leader is that of a person with mind on destination, vision beyond the horizon, feet on the ground building a path by walking it, and doggedly setting the pace.

But lagging is also a critical skill of leaders. Only through purposeful lagging can leaders identify those who are falling behind and why. Only by lagging can a helping hand be offered. Only by lagging can new leaders be given the space to learn to lead.

Leaders unwilling to strategically lag are likely to leave critical talent unnecessarily at the side of the road.

All the Best!

Bob

(c) copyright 2010
Performance Builders

Leading Mindsets

2010-12-28T18:18:00.000-05:00

Leaders envision new promise. Leaders enable new possibilities. Leaders embolden others.

It all begins with a leader's mindset. ...A mindset that sees: abundance rather than scarcity, potential rather than problems, creativity rather than constraints, effort rather than talent. A mindset that seeks: learning rather than validation and challenge rather than protection.

Mindsets are mental filters that change experiences, perceptions and realities.

Mindsets are a big deal! The best leaders make mindset considerations a central element when selecting team members.

All the Best!

Bob

(c) copyright 2010
Performance Builders

Leading as Champions

2010-12-20T09:57:00.004-05:00

Leaders are champions - not small "c" champions, but big "C" Champions. Let's consider the difference.

In our society the term champion is typically used in the context of holding first place in a sports contest - e.g. NFL WORLD CHAMPIONSHIP TEAM. That definition comes with images of the index finger reaching skyward, strutting, whooping, and all sorts of celebration. Small "c" champions are all about BIG ME EGOS... SEE ME!, RESPECT ME! ADMIRE ME!, ENVY ME!, ME, ME, ME. ME!

Small "c" = BIG ME!

But there's another more ancient meaning of champion - its the Big "C" version.

It relates to one who represents/protects his/her people in battle - think David & Goliath. Big "C" Champions get involved. They become vulnerable. They model courage and in doing so encourage others. Big "C" Champions demonstrate the best of the human spirit in unselfish service and generosity. And one more thing - they FINISH!

It's not about winning or losing, but rather, about always showing-up, always giving it everything one has, and it's about seeing things through to the end - the very end - win or lose.

All The Best!

Bob

Performance Builders

Quotable

2010-12-12T18:42:00.001-05:00

"Consequences don't make us, choices do." -Anonymous

Leading by Following

2010-12-09T10:46:00.002-05:00

Great leaders are also committed followers.

They follow performance (their own and that of others), markets, customers, employees, ideas, inventions, innovations, trends, forecasts, pundits, and more... In doing so, they become sensitive and skilled at spotting inconsistencies, disconnects, shortcomings, challenges, and opportunities.

In short, they become experts in defining reality - realities that others miss.

As followers themselves, they understand the needs, motivations, fears, and aspirations of others. Great leaders are always great followers - not necessarily of other people, but of that which is happening around them.

They are connected. They are tuned in and turned on.

They are fueled by external realities juxtaposed with internal purpose and passion.

Within the leader, creative tension resides in the space that exists between their leading and their following. Like black and white, yin and yang, good and evil, following and leading breeds thoughtfulness and creativity. Leaders occupy and exploit the "in-between".

All the Best!

Bob

(c) copyright 2010
Performance Builders

Wellness to Willness

2010-12-03T15:45:00.002-05:00

I've had several conversations this week in which the topic of wellness came up. Its a term that's been around for a couple of decades now and frankly its not gotten much traction in either therapy or training. Kind of a ho-hum thing...

Some of the most significant health issues today are related to lifestyle disease - you know... obesity, diabetes, and heart disease to name just a few.

I'll suggest that today its less about wellness than it is about willness. The challenge is to advocate, educate, and provoke. Wellness comes only after willingness! Wellness is a matter of will, willingness, and willfulness.

Willness is three dimensional - mind, body, and spirit. Perhaps its time for a new vocabulary to go along with new attitudes, behaviors, and health.

All the Best!

Bob

(c) copyright 2010
Performance Builders

Leadership - Push or Pull

2010-11-27T10:11:00.002-05:00

Everyone resists change. Why because it comes with a cost. There is risk, uncertainty, vulnerability; and energy is required. Energy is never free.

For most people change comes down to the question, "What's in it for me?" Change is personal.

Change must overcome inertia to be realized. Inertia is resistance in all of its many forms...

There are those who simply ignore change by doing what they have always done even in the face of certain harm. Others will dismiss change with a simple "yes, BUT" response - "Yes, but not here", "Yes, but not for me", "Yes, but not now", "Yes, but...". Some will deny the need for change siting special circumstances or an alternative truth. There are those who will actively resist change to protect their perceived benefit from the status quo. Others will give lip service but not engage. Some will publicly support change then actively undermine it with passive aggression.

Then there are those who will will support change; advocate for change, and a small handful that will lead change. They are always relatively small in number but nothing changes without them. They are all leaders at various points on the spectrum of leadership. They are all essential.

Effective leaders recognize the many faces of resistance to change. They define a consistent reality from multiple perspectives. They introduce alternative belief systems that others can adopt as their own. They secure credibility by leading from values.

Leaders are craftsman. They work with passion, persistence, and precision. They sculpture lives by shaping awareness, perception, attitudes, understandings, and behaviors. They shine light on truth and reality and possibility. They give voice to opportunity. They push potential and they pull with dreams.

All the Best!

Bob

(c) Copyright 2010
Performance Builders

Quotable

2010-11-23T07:46:00.000-05:00

“If it's a new problem, perhaps it demands a new approach. If it's an old problem, it certainly does.”

Leadership - Two Kinds of Leaders

2010-11-21T13:56:00.002-05:00

There are two kinds of leaders. Those who take people somewhere that benefits the leader; and those who take people somewhere that benefits the people.

Leadership is not about changing "them" but rather about empowering people to better "themselves" and each other. Leadership is inherently about facilitating behaviors and enriching cultures. Anything less is manipulative, exploitive, and unsustainable.

Such leadership is more about evolution than revolution. Evolution provides continuity upon which people can build. Revolution produces confusion, pain, guilt, and fear.

Leadership is about building bridges to bring people safely and successfully to "a better place". It helps a lot if it is a place where people want to go, and that they understand both the realities "there" and "getting there".

Such is leadership ...defining reality, casting the vision, removing obstacles, empowering others, showing the way, and helping those who struggle.

The measure of a leader is not in the number of follower's acquired but in the number of new leaders inspired. To lead, just keep doing the next right thing and consider what might come after next.

All the Best!

Bob

Performance Builders

Leadership

2010-11-14T19:29:00.001-05:00

Leadership is certainly both an art and a science - much has been written on the topic but understanding and application consistently fall short in most organizations.

Perhaps a good place to start is to understand a few definitions that commonly muddy the water of understanding - Management, Leadership, Coaching, and Mentoring. All four roles may address matters of performance but there are important differences - differences that make a difference.

Management is primarily focused on matters of command and control. It's about performance optimization through delegation and accountability within existing, defined parameters, rules, and metrics for success. Its about getting the most of what already is - i.e. what's "in the box".

Leadership is primarily focused on matters of vision and change. Its about transformation from one reality to another. Its about new parameter, rules, metrics, and opportunity. Its about innovation - i.e. what's "outside of the box".

Coaching is primarily focused on matters of performance ability to respond to an existing problem or challenge. Coaching has an agenda and is task oriented. Its priority is performance and style by leveraging one's own resources. It's a job.

Mentoring is primarily focused on matters of affirmation/nurturing/counseling an individual with less knowledgeable or experience. Mentoring does not have an agenda and is learning oriented. Its a self-selecting relationship.

There is a common denominator amongst these four roles, it is trust. Without trust all four roles will be compromised and results limited.

Trust has three elements - Integrity (do what you say you will do and behaving in a consistent and coherent fashion); Results (producing deliverables and value); and showing concern for others (putting others ahead of self). Too often these four roles are undermined by a lack of trust. When that happens there can not be honest discussion, commitment, accountability,or results.

With these understandings as a simple foundation, we will consider insights on leadership in the upcoming posts.

All the Best!

Bob

(c) copyright 2010
Performance Builders

Creating Value

2010-11-10T17:15:00.000-05:00

Occasionally great explanations come along that are worth sharing - this is one of them. ENJOY!

McKinsey Quarterly - The Four Corners of Corporate Finance

All the Best!

Bob

Leadership

2010-11-08T19:42:00.001-05:00

It's great to be back! My time away included volunteer time with Safe Water Team and Free2Play, continuing education, speaking engagements, recreation, travel, and time with family and friends. Loved it!

Now I would like to turn our attention to the topic of leadership. We will consider leadership, management, mentoring, and coaching. We will use the writings of a variety of leadership experts to stimulate our thinking.

The measure of leadership is not "follower-ship" but rather the creation of new and capable leaders!

All the Best!

Bob

(c) copyright 2010
Performance Builders

Blogging Break

2010-09-10T21:51:00.004-04:00

I'll be taking Blogging Break for a couple of Months - Be back blogging in November. See you then...

Quotable - Truth Series

2010-09-09T08:20:00.000-04:00

“Truth is ever evolving” - Rachel Naomi Remen

Marketing -Selling

2010-09-06T08:18:00.002-04:00

Image not being comfortable selling your own professional expertise! Many, perhaps most, professional service providers are uncomfortable with just such financial, marketing and sales related conversations. It is largely because those topics have not been a part of their professional training and they have not had the privilege of mentoring. As a result most lack a framework for marketing discussions and thus the confidence to engage in such conversations even though they are essential to practice and professional growth. And, it costs the professional, the practice and the profession PLENTY.

In his classic book SPIN Selling, Neil Rackham explains one marketing discussion strategy that uses the acronym SPIN - which stands for Situation, Problem, Implications, and Need-Payoff. The approach is simple, effective and valuable for all professionals to learn. The SPIN approach allows anyone with a little practice to engage in the kind of logical and effective marketing/sales conversation that secures business.

Situation pertains to the the context, background, and environment in which the conversation takes place. It is the opener for the conversation. It can begin with a question as simple as, "How is it going?" or "What's happening?" Listen carefully - much will be exposed.

That exchange leads into conversation as to what underlying Problem might be causing the Situation. It's important to get to root causes by asking probing questions. The simple question, "Why?" asked repeatedly is an effective tool for getting to the problematic heart of a Situation.

From there the conversation shifts to the asking about the Implications of the Problem. The Implications allow one to begin to appreciate the multidimensional impact that the underlying Problem is causing. The Implications will likely have financial, political, social, emotional, competitive, and security dimensions. This portion of the conversation lends breadth and depth perspective.

The final portion of the conversation leads into a consideration and understanding of Need-Payoff. The intent here is to quantify the net cost and opportunity that is implied by the Implications. It provides the foundation for monetizing the Situation. This portion of the conversation establishes the necessity, urgency, logic and justification for making a decision to purchase: and provides the seller with critically valuable pricing information. It shifts the discussion from one of price to one of value.

For example, what begins as a Situation described as " We're tired and burned-out" could expose a root Problem involving the loss of trust in an important business relationship; the Implications of which could be far reaching including high turnover, inability to recruit talent, loss of business, eroding job security, loss of sleep and related medical issues, and possible bankruptcy. The Net-Need could translate into millions of dollars being at stake. A solution for the Problem in this Situation would obviously have significant value and high probability for making a deal.

Business opportunity is everywhere - and usually just a conversation away. But in marketing and sales, one can't afford to allow such opportunities to be just another conversation. There is much value in having a strategy that can spin it into something significant.

Sales and marketing training for all professional service providers should be a strategic skill that is taught and mentored within every practice - assuming that all practices have the need and aspiration to grow. SPIN Selling warrants being a part of the core curriculum.

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-09-04T17:25:00.000-04:00

“There’s nothing truer than truth” - Family Motto

Marketing - Messaging

2010-09-01T17:24:00.000-04:00

In his recent book Marketing 3.0, Philip Kotler differentiates key shifts in marketing messaging that have taken place over the past half century and that continue to evolve today. Message shifts that has considerable significance for practice owners who seek a competitive advantage in challenging markets.

He defines marketing 1.0, 2.0, and 3.0 as an evolution in messaging from being product -centric to consumer-centric to a centricity that touches the hearts and spirits of others.

It represents a shift from the what of practice beyond the how of practice to new fertile territory that considers the why of practice.

It is the why that touches hearts. It is the why that challenges a practice's integrity, its mission, vision, values, and beliefs. It is a why that challenges old marketing strategies, tired "me to" marketing messages, and the web content of virtually every practice website in the nation.

It is no longer about the alphabet of credentials following the names of professionals or the self-aggrandizement of providers all claiming to be "uniquely qualified", and "special" complete with evidence and outcomes. It is now simply about the value (not necessarily quality) brought to the community serviced. It is about how the values of the organization aligns with the values and priorities of the people it serves. It creates an environment in which there is little place to hide. An environment in which integrity it everything. Its about walking the talk all of the time.

In my experience in the sectors of institutional practice, private practice, and nonprofit humanitarian organizations, Marketing 3.0 rings true. For the few truly progressive practices it is the crystal clear tone of opportunity; for most others, it is the final tolling bell that marks a passing.

Does your market messaging speak of opportunity or passing?

All the Best!

Bob

(c) Copyright 2010
Performance Builders

Quotable - Truth Series

2010-08-28T13:51:00.002-04:00

"It's not denial. We're just selective about the truth we accept" - Bob Wiersma

Marketing - Choices

2010-08-24T13:49:00.001-04:00

It was back in the mid 1990s that Tracy and Wiersema published an article in the Harvard Business Review titled, The Discipline of Market Leaders. In that article they discussed the choices that are available to all professionals and practices. Choices that impact staffing, training, competencies, competition, marketing, opportunity, growth, job security and relevancy.

They identified three areas of exceptional performance to which companies can aspire - innovation, customer intimacy, and operational excellence as modeled by Nike, Nordstroms, and Wall-Mart respectively. Their key point was that all companies and organizations need a minimal level of competency in each of these domains but can only excel to world-class performance in one.

One core choice focuses, informs and disciplines. World-class performance begins with a world-changing decision.

In 2010, the same three options persist. They invite a choice that most professionals and practices will never make. Not making the choice is also a choice - one that guarantees mediocrity.

I've had a series of interesting conversations with practice owners and managers over the past year on the topic of what it means to rise to "world-class" performance in our professions. Not surprisingly, world-class is poorly understood within our highly fragmented, self-centric, and locally oriented industry. When it comes to best practices and outcomes, most professionals swim in a very small pond. Very few professionals or practices have recognized, much less considered, the prerequisite choices on which world-class performance, competitive advantage, and community contribution depends; and on which potent marketing depends.

The choice made by market leaders and the discipline such choices inspire is what differentiates the best from all of the rest. The choice is a difference that makes a difference - a difference with distinction - a difference that brands. Marketing in the physical therapy, rehabilitation, and personal training sectors tends to be undifferentiated and unremarkable. In such markets, great value can be created and rich opportunity can be found.

It all begins with fundamental choices that may be made. What do you want to become? To what level of performance do you aspire - "get by", "good enough", "average", "better than most", "best in town", or "world-class"? To what will you say "yes" and to what will you say "no"? How will you discriminate between competing needs and opportunities? To whom and about what will your messages be directed?

Most professionals and practices DO NOT ASPIRE TO WORLD-CLASS AND NEVER WILL! That truth offers a remarkable opportunity for the elite few who do. And it is on that understanding that "me too marketing" and "Meaningful Marketing" are differentiated. It is on that understanding that market messaging may be transformed into messaging that touches and transforms the hearts, spirits and lives of people.

Marketing begins with choices and commitments. Anything less is just words...

All The Best!

Bob

(c) Copyright 2010
Performance Builders

Quotable - Truth Series

2010-08-19T12:21:00.000-04:00

“Leadership at the speed of Trust” - Stephen Covey

Marketing - Introduction

2010-08-15T11:42:00.003-04:00

After many months with two long series of posts on Performance related topics, I'm going to switch gears for a shorter series of posts on marketing (Cell 4 in the Performance Matters Matrix). Most practices struggle with marketing. Most professionals acknowledge being less than comfortable with marketing and it shows! Most are unsatisfied with their current marketing initiatives.

Sure there are seminars and workshops. Yes there are boilerplate subscription services distributing ho-hum marketing materials - to EVERYONE. Of course you can follow the pack - follow the formula. But what if the pack is broken-down and rusting at the side of the road? What if the old formula is... well OLD, WORN-OUT, TIRED, BORING, INEFFECTIVE?

Snoooooooze!

Marketing is more than one more poorly written newsletter, another bagel run to referral sources, another teeshirt with a silly slogan that seldom gets worn and too often not understood, or a me-too website claiming to be "SO SPECIAL" - just like everyone else....

Isn't there more?

You bet there is. Marketing is the fuel for growth and opportunity. To grow you want a tank-full of go-get'em fuel so you can go the distance. Why race with Regular fuel when Premium is available? Have you considered Racing Fuel? How about Jet Fuel? Maybe.... a hydrogen cell? ...Ya, Now that's the ticket!

No of course you don't need the high octane stuff - that is, not unless you're out to win the race... Perhaps you're not out to win... Perhaps Regular Marketing Fuel is "good enough" for you. But is it good enough for your clients, patients, referral sources, staff? Is it good enough for the communities you serve? Go ahead ask them.

What they will tell you is that they're not looking for "good enough". They want to run with winners! Why? ...Why not! They want performance. They want value. They want to know they made the right decision. Not because you said so, but because their friends say so. They want bragging rights! Don't you?

So let's have some conversations about what's wrong with marketing...

All the Best!

Bob

(c) Copyright 2010
Performance Builders

Marketing - Introduction

2010-08-15T11:42:00.001-04:00

Marketing - Introduction

2010-08-15T11:42:00.000-04:00

Quotable - Truth Series

2010-08-13T10:49:00.000-04:00

“To act out of love for truth, “doing the truth in charity” is to act for truth alone, and without regard for consequences. Not that one recklessly does what seems to be good without care for possible disaster, but that one carefully chooses what one believes to be good and then leaves the good itself to produce its own good consequences in its own good time.”

- Thomas Merton, Conjectures of A Guilty Bystander

Performance Matters Matrix – MORE

2010-08-11T10:51:00.000-04:00

The Performance Matters Matrix BLOG Series is a brief summary of topics covered in the Performance Matters Matrix Mentoring Program for practice owners and managers. The program is offered by Performance Builders - contact us for more information.

(c) Copyright 2010
Performance Builders

Quotable - Truth Series

2010-08-02T14:00:00.001-04:00

“Everything will line up perfectly when knowing and living the truth becomes more important than looking good” - Alan Cohen

Performance Matters - Closing Thoughts

2010-07-31T20:20:00.001-04:00

Performance Matters - not just some but all of the time!

Why? Because performance is how reputations are forged. It's how opportunity takes root. It's how growth is nurtured. It's how reward is is justified. It's how communities are served, how jobs are secured, how excellence is evolved, and how people are provoked to rise to their potential. ...Because we owe it to ourselves and those around us. When we perform well we create value and build trust. Why would one settle for less?

Performance is multidimensional and complexly integrated. Performance is a matter of purpose, promise, potential, persistence, and pride - the stuff that inspires the human spirit and attracts talent.

The Performance Matters Matrix provides a potent framework for the replication of high performance practice cultures. This framework is relatively easy to understand and makes intuitive sense but is neither quick nor easy to implement. Building a high performance culture is a journey but it all begins with a very simple but intentional decision - I will do it.

Replication is not expensive, in fact, it is value generating. What is required is a modest investment in leadership to bring out the best in people. One must also acknowledge that some people are quite satisfied with mediocre - they must be be pruned away to allow resources to nurture the performance culture to enable it to blossom.

I hope this Performance Matters blog series has stimulated a sense possibility for you. Few will set out on the performance journey because most people are satisfied with mediocre. But perhaps you will be one of them who do - if so, it will be a life changing journey professionally and personally. It will touch your mind,body and spirit. It will touch those around you as well and they will thank you. If you would like to explore the possibilities, be in touch with me.

Thank you for your interest in the Performance Matters Series!

All The Best

Bob

(c) Copyright 2010
Performance Builders

Quotable - Truth Series

2010-07-28T13:58:00.001-04:00

"Primitive people, as they are, taught me a new philosophy of life, for their ignorance is nearer the truth than our prejudice". - Carl Lumholtz

Performance Matters Matrix – Collecting

2010-07-24T09:46:00.000-04:00

Collecting earned income for a business is like crossing the finish line in a race. Failure to finish is well, failure. Collected income is less about wealth creation than it is a validation of business strategy, operational systems, management decisions, professional judgment, regulatory compliance, and service value.

The Collecting cell is located in the lower right corner of the Performance Matters Matrix. It is found at the intersection of financial value and results. Collecting contributes financial value in the most direct way possible; and builds trust by producing tangible evidence of the Practices relevance and financial viability by providing compensation and return on investment to stakeholders – owners, employees, and vendors. Compensation is the last link of the value chain in all practices.

Collecting encompasses the receipt of cash payments such as co-pays and deductibles as well as deferred reimbursement paid privately or through third party payers. It includes the management of accounts receivable, resubmission of payment rejections, appealing rejections, working delinquent accounts, legal actions, write-offs, and related banking matters. Its work that takes place out-of-sight in the back office but always on the front burner of successful practices. It is a purely business function that is poorly understood by clinically trained managers with service-facing priorities.

The key metrics associated with collecting is Days in Accounts Receivable (Days in AR), also called Days of Services Outstanding (DSO) – i.e. how long on average it takes to collect what is owed. Aged Accounts Receivable provides a detailed profile as to the percentage of dollars owed over certain time periods – current (less than 30 days), 30-60 days, 60-90 days, 90-120 days, and 120+ days. It’s surprising how many practice owners overlook these vital metrics or are even unfamiliar with them.

Collecting involves optimizing several key processes: qualifying the practice to receive payment, verification and preauthorization of benefits, billing and collecting, reducing collecting related time and expense, continuous learning about ongoing reimbursement changes. Collecting is complex and ever evolving. It requires sophistication and accountability.

Collecting is a race that is run every day and the stakes are high – finish or be finished. Run well…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-07-21T13:55:00.003-04:00

“The truth about “I can’t” is “I won’t.” - Anonymous

Performance Matters Matrix – Charging

2010-07-16T14:04:00.002-04:00

Charging is the Achilles heel of most practices. In the mind of clinical professionals, compassion and service supersede all matters of business with the exception perhaps of their own compensation. The tendency for clinicians to undercharge is legendary. Tracking studies have found that 12- 15% undercharging is typical. When one realizes that the undercharged amount would go directly to the bottom line (profit) were it collected, the interest of management is tweaked.

Charging is located in the lower center of the Performance Matters Matrix. It’s value is obviously measured financially. It builds trust through the integrity that comes with the understanding of relatedness between promise and possibility and between money and mission. While mission is an organization’s appropriate focus and first priority, there is deep wisdom in the nonprofit humanitarian-aid sector’s reminder of, “No money – no mission.” That reality is true for all organizations.

Charging is impacted by a host of variables such as: payer contracts, caps, discounts, and adjustments; care plans, charge capture, classification, coding, and posting; deductable / co-pay collections and cash management policies. Charging is a principle, a behavior and a discipline.

Charging encompasses matters of ethics, legality, fairness, integrity, accountability, and obligation. It determines the vitality, viability, and sustainability of an organization’s capacity to serve its community; it empowers an organization to recruit, retain, train, and equip its staff.

Undercharging handicaps a professional community from carrying out its corporate social responsibilities for accessibility, affordability, service, excellence, and advocacy. In that context, a professional community also has responsibilities for holding third party payers accountable for policy and decisions that harm patients. Such responsibilities are compromised with undercharging. While regulators and watchdog agencies make isolated cases of fraudulent overcharging front page headlines, there is little if any recognition given to dedicated professionals who’s lack of business savvy and infrastructure undercharge billions of dollars annually in the US.

If cash flow is the life-blood of an organization (and it is) then charging is the life supporting heart that pumps it. Charging excellence is a competency of all top quartile practices. Statistically that means that charging excellence is not a competency of 75% of all practices!

With systems in place for charging excellence the stage is set for collecting…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-07-14T13:52:00.009-04:00

“Do not follow people. Follow truth.” - Alan Cohen

Performance Matters Matrix – Scheduling

2010-07-09T12:54:00.003-04:00

Productivity and profitability issues are always scheduling issues at their core. Scheduling creates value and builds trust by optimally aligning resource allocation with service needs and opportunities. When resources are managed effectively performance commitments are enabled.

The scheduling cell is located in the lower left corner of the Matrix. It controls the creation of financial value and builds trust by demonstrating concern and respect for others by communicating shared expectations. Scheduling manages a Practices most important resources – time and competency. Schedulers are arguably the most significant non-clinical people in a Practice yet their important time and attention is continually eroded by the constant disruption of passing font-desk urgencies. Scheduling is a priority of the highest level.

Nothing gets delivered, charged or collected unless it first gets scheduled. That reality is reminiscent of an old baseball story… Three umpires are talking over drinks after a tournament. The rooky ump says, “Yup, I call-em the way I see-em.” The veteran ump says, “Well, I call-em the way they are!” The old-timer ump says, “Boys, they ain’t nothin till I call-em…” And so it is with scheduling.

Scheduling is complicated with vacations, sickness, time-off, transportation, emergencies, forgetfulness, thoughtlessness, and weather. There are considerations of treatment plans, staff training and competencies, facility / equipment capacity and internal, regulatory requirements, and external communications. Then there are matters of people’s idiosyncrasies, perceptions, priorities, attitudes, and willingness to accommodate. In a word, “COMPLICATED”. The measure of value is told by scheduling density, attendance rates, no-shows and cancellation metrics.

Top quartile business performance is never found where scheduling issues persist. While technology can facilitate scheduling, it, like clinical services, is primarily a matter of competency, creativity, and commitment.

With scheduling excellence comes the opportunity for charging optimization...

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-07-07T13:50:00.005-04:00

“The truth will set you free, but first it will annoy you big-time.” - Anonymous

Performance Matters Matrix – Communications

2010-07-04T14:52:00.003-04:00

Communications that are relevant, respectful, accurate, transparent, and timely are critical to building ones reputation on Trust and Value. Without such communications one may create affluence in the short term but not earn influence in the long term.

Communications occurs in the Performance Matters Matrix at the intersection of Relational Value and Results. Within the health services sector it is important that Communication be strategically used to establish realistic expectations, shape brag-about experiences, and celebrate superior results by providing evidence that the provider did what they said they would do.

Communication is about the telling of stories in the past, present, and future tense – what will happen, what is happening, and what did happen. Such stories are best told by those that who benefited as recipients of the Service. Through their telling authenticity, truth, and emotion are conveyed.

The provision of professional Services should always include a play-by-play Communication of the experience to assure that context and events will be interpreted and understood from a value adding perspective. The Service experience also provides an opportunity to coach the Service recipient in the telling of their evolving story and to provide them the opportunity to practice telling it.

Upon leaving the Service venue, the Service recipients become ultimate marketing agents for the Service provider by telling their stories of achievement and success. Each story becomes living and enduring evidence of valuable results.

Communication is a pass fail phenomena. Each story either builds or erodes the provider’s reputation there is no such thing as neutral. Never doubt that each story is told at least once! Stories that are not repeated are a lost opportunities.

On the stage of professional performances, each and every performance is evaluated, interpreted and talked about. There is just one chance to get it right. When "just right" doesn’t happen, there is again just one chance for recovery to make it right. Often stories of the recovery can be even more compelling – they are often the seeds of legend.

It is important to remember that in the Service sector, there is no such thing as casual conversation or a private performance. Every conversation whether spoken, written, or acted out creates a conscious or subconscious impression that influences value perception and results recognition.

When Communication is done well, it is followed by practice growth and the need to Schedule…

All the Best!

Bob

Performance Builders

Quotable - Truth Series

2010-07-01T13:43:00.005-04:00

“We can not approach truth from who we are. We think too small. We are confined and confining in our beliefs.” - Margret Wheatley

Performance Matters Matrix - Service

2010-06-28T13:38:00.004-04:00

Service is patient/client centric, thus its position at the center of the Performance Matters Matrix. Service is at the heart of operations because it is the purpose of operations. Service is not a matter of provider words but rather one of client experience that aligns with the highest of expectations. It is where every client experience achieves optimal alignment and where a dynamic balance is perfectly sustained.

Service is where possibility and potential is transformed by perfect provider performances. Service focuses attention on the recipient rather than the provider. But paradoxically in doing so, the unique value and integrity of the giver is recognized and rewarded.

Service is a matter of Relational Integrity in the Performance Matters Matrix. Value is predicated on integrity – that is doing what one says they will do and delivering on one’s promises. A guarantee is at the very least implied.

The Service cell is the only cell that touches every other cell in the Performance Matters Matrix. It is as they say, “Where the rubber meets the road”, “Where the talk is walked”.

With Service the focus is not on location, facility and equipment – such operational elements only create an environment conducive to service. Service is a matter of provider purpose, priorities, perceptions, attitudes, behaviors, encouragement, and skill. It is a matter of relational competency, generosity, graciousness, humility and integrity. Its hallmark is a culture of realized potential. Service is delivered through servant leadership.

Service is not about cutting corners; it is not about compromise. Close doesn’t count.

Service anticipates. It is authentic, responsive, vulnerable, and self-correcting. It is reliably, “Spot-on”. Service "does onto others as they need to be done unto".

With Service comes the privilege and necessity of communication…

All the Best!

Bob

Performance Builders

Quotable - Truth Series

2010-06-27T12:32:00.001-04:00

"The pursuit of truth and beauty is a sphere of activity in which we are permitted to remain children all our lives." - Einstein

Performance Matters Matrix - Marketing

2010-06-24T12:15:00.004-04:00

The value of Marketing is measured in growth of volume, revenue, new opportunity and trust. Practice marketing involves the expansion of one’s business/social network, the enhancement of practice awareness by the market, the management of market preferences/ expectations, and the securing of new referral sources and clients. It is anything but casual.

Marketing is all about relationships. Today it’s less about what you sell and more about why and how you serve! It is about what differentiates your unique capabilities and services from being a just another “me too” commodity.

Marketing is time and communication intensive. If investment is marginal then return on investment can also be expected to be marginal. If communications are not targeted they are wasted.

Markets are diversified in interests, needs, and expectations thus market segmentation, targeting, and messaging becomes essential. Marketing is no place for follow-the-leader strategies but it is what most practices practice. The use of worn-out, one-size-fits-all market messaging/formulary/protocol/templates only validate that the service being offered is nothing more than a commodity to be undervalued and overlooked.

To counter that perception, practices routinely talk about how special they are - just like everyone else! Practice websites tend to be a collection of tired colors, industry jargon, and self aggrandizement. Newsletters all tend to look and sound alike - no wonder few people read them or even care.

Prospective clients want to know how you think. They want to know why you do what you do, and how you are distinctively better. They want to know about your passion and contributions to their community. They want to sample you. They want to know how they will be treated and how they will be benefited. They want to know you care! There is an oversupply of words and empty promises in our world. People want to know you are for real!

It has been said that when market competitors are “zigging” there can be a lot of value in “zagging”. Market leaders understand this.

Effective marketing produces value, builds trust, drives preference, and results in referrals/sales. Marketing is out-of-the-box - it happens in the community not in the office.

Most professionals are less than comfortable, proficient, or effective at marketing. Yet their participation is critical – they are the service being promoted. Effective service marketing requires that the market be able to sample the service with minimal risk. Recommendations and endorsements are important, since it validates value and trust. Marketing professional services is about getting known, liked, and preferred. Given a choice, people prefer to obtain services from those they like. Get liked broadly! Give people something to sample, talk about, and brag about.

For most practices, the mentoring of professionals to build marketing competence, confidence, and custom-fit marketing strategies provides the most favorable return on investment. There is huge opportunity for innovation in the marketing of professional services.

Marketing, Service and Communication are inextricably linked and interdependent…

All the Best

Bob

Performance Builders

Quotable - Truth Series

2010-06-10T21:55:00.001-04:00

"The most violent revolutions in an individual's beliefs leave most of his old order standing. Time and space, cause and effect, nature and history, and one's own biography remain untouched. New truth is always a go-between, a smoother-over of transitions. It marries old opinion to new fact so as ever to show a minimum of jolt, a maximum of continuity.” - William James

Performance Matters Matrix – Audit

2010-06-10T21:30:00.014-04:00

Performance Auditing creates value by verifying whether intended performance is being achieved and testing whether performance remains relevant within a rapidly evolving market. Performance audits are the foundations for continuous performance improvement, new opportunities, and new beginnings. Each is a reality check.

Performance Audits are at the intersection of Informational value and trust enhancing results in the Performance Matrix. Audits provide evidence that performance expectation were operationally achieved. They validate whether business priorities, strategies, systems, processes, training, and management are performing effectively. Audits drive important questions...

Did we do what we said we would do?
Did we achieve what we said we would achieve?
If yes, what were the keys to our success?
If no, what were the seeds of our failure?
Whether yes or no, what lessons did we learn?
For whom did we create value; and for whom was value eroded?
Whose trust was earned and whose was compromised?
What performance expectations/standards need to be adjusted to remain relevant?

A Performance Audit moves management into considering matters of importance – marketing, competition, regulation, innovation, human resources, physical and financial resources, productivity, capacity, sustainability, and social responsibility.

The Audit is not just a compliance tool. It keeps Practices healthy, relevant, viable, and competitive. It creates opportunities for encouragement, mentoring, training, recognition, and reward.

Audits are all about setting the bar on Performance Standards. As Goldilocks found out, life is not comfortable when things are too big or too small. And so it is with standards. They need to be set just right.

When things are just right it’s time to market and grow…

All The Best!

Bob

© Copyright 2010
Performance Builders

Quotable - Truth Series

2010-06-09T12:37:00.006-04:00

“Truthful people are those who agree with you.” – Bob Wiersma

Performance Matters Matrix – Tracking

2010-06-08T09:40:00.004-04:00

Performance Tracking creates value by reassuring when all is well and alerting when all is not. The purpose of Performance Tracking is to know where one is and how one is proceeding in relationship to one’s intended goals so that timely decisions can be made and actions taken to assure that goal achievement will be inevitable. Tracking takes place in the Performance Matrix at the intersection of strategic information and behaving with integrity.

Performance is behaviorally driven. Favorable behaviors and performance need reinforcing and unfavorable need correcting. Both require feedback that is timely and focused for effective decisions and countermeasures to be taken. Tracking is effectively the business equivalent of proprioception in the human body.

Tracking should not be seen as either passive or punitive but rather as a tool for performance assurance and improvement designed to elicit management response in a timely fashion.

Tracking systematically samples and reports on the status of the 15 – 20 Performance Standards previously discussed. Computerization facilitates data collection and enables automated presentation, interpretation, and distribution. Performance Tracking is not intended to provide simple answers but rather to provoke meaningful questions at critical times.

"Numbers have a way of taking a man by the hand and leading him down the path of reason." - Pythagoras

Practices that operate without performance standards and tracking essentially fly blind and predictably under perform. Like a GPS navigation system, managers are prompted to reliably make the right decisions at the right time.

Performance reporting is not something that is done annually or even monthly. To be effective it is critical that the right information be reviewed and acted upon at least weekly. When executed correctly, Tracking enables managers to move beyond reacting to the urgent to instead proactively manage the important.

Of course Tracking has no value if managers refuse accountability, delay decisions, or fail to take prudent action - a situation that is surprisingly common.

With Performance Tracking implemented, management is empowered to assume more of a strategic role by focusing on Performance Auditing – assuring that Performance Standards and Tracking remain relevant in a constantly changing environment…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-06-04T21:24:00.004-04:00

"The ideals which have always shone before me and filled me with the joy of living are goodness, beauty, and truth." - Einstein

Performance Matters Matrix – Standards

2010-06-02T21:12:00.007-04:00

Performance Standards create value through information and build trust by respectfully establishing shared expectations pertaining to important matters of strategic value.

Performance Standards set the bar for performance. Performance Standards provoke professionals rise to their potential. Performance Standards create superior Practices that grow profitably, serve their communities, and provide job security.

The establishment of Performance Standards generally yields an exceptional return on investment – both long and short term. They represent low hanging fruit for all Practices.

Standards must not be arbitrary or exploitive. They should be well considered, objective, quantifiable, and defensible. In establishing Standards due consideration should be given to comparative benchmarked performance in other practices, competitive realities in local markets, evolving market trends, vision, strategic intent, resources, and past performance.

Performance Standards typically include both operational and financial metrics that are carefully aligned and fully integrated. A typical array of Performance Standards would include 15-20 strategically chosen metrics that provide management with a comprehensive perspective of operational performance. Each metric must have an owner. Matters of responsibility, control, authority, and accountability are critically important.

Standards are not to be taken lightly. If they are not right, they are wrong and the Practice ends up reinforcing that which it needs to change.. With Performance standards there is just one opportunity to get it right. Failure is not an option.

Without Performance Standards management cannot manage. Without Performance Standards management is not managing. Without Performance Standards superior performance is just a dream.

With Performance Standards established, attention turns to Performance Tracking – Taking control, making meaningful management decisions, and managing the service experience…

All The Best

Bob

Performance Builders

Quotable - Truth Series

2010-05-29T21:16:00.008-04:00

"The earth is supported by the power of truth; it is the power of truth that makes the sun shine and the winds blow; indeed all things rest upon truth.” - Chanakya

Performance Matters Matrix – Cultural Shadows

2010-05-26T15:42:00.004-04:00

The Performance Culture has certain intangible qualities about it – a certain character. Six qualities are evident – passion, professionalism, teamwork, innovation, commitment, and accountability. There is a humble-pride and a pervasive pursuit of excellence and generosity.

These are qualities of character that progressive organizations covet and aspire to but find frustratingly evasive. It is because these character traits cannot be touched or manipulated directly despite every attempt to do so.

Like the shadow of a tree they sprout from small seeds, and grow bud by bud, branch by branch, and leaf by leaf almost imperceptivity in the tree over time. They respond instantly to the winds of change. Growth is perceived in ever-migrating shades of gray from day to day. The shadow is provoked by the trees deep well watered roots in the presence of light – life giving energy and nourishment.

The shadow cannot change the tree. The shadow changes only with the tree.

So it is with the intangible qualities of a performance culture.

The character traits of a performance culture are influenced by the work that is done within the roots and foliage of the Performance Matters Matrix. The performance characteristics shadow responds to nurturing, new growth and purposeful pruning and grafting.

The artistry found in Japanese Bonsai Trees are a testament to the creative vision, patient discipline, and skilled touch of the gardener.

There are no shortcuts to the nurturing and growth of exceptional organizations. There is only the provoked consequences of intentional and persistent leadership. The work is hard and never ending. The product is rare and treasured.

With these understandings each of the nine cells (foliage) of the Performance Matters Matrix can be further considered…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-22T15:49:00.004-04:00

"The ideals which have always shone before me and filled me with the joy of living are goodness, beauty, and truth." - Einstein

Performance Matters Matrix - Metrics

2010-05-22T14:05:00.003-04:00

A Performance Culture advances through a constant flow of timely measurement and information. Professionals, whether athletes, clinicians, or business people, depend on performance metrics to validate their achievement and to establish new performance goals. They excel because they train, compete, measure, and manage.

There are three types of metrics that are important to a Performance Culture – Leading, Loading, and Lagging indicators. Together they define reality and priorities.

Leading indicators are metrics that are predictive of future performance. They establish expectations and serve as an early warning system. They tend to be oriented toward marketing and sales activity and commitments.

Loading indicators measure resource consumption and service/product production. They provide information about work load and surplus capacity as it is being experienced. They are indicative of the load under which the system is operating.

Lagging indicators track the value of completed work and are commonly financially oriented. They access past performance but are unable to change that performance.

Taken together leading, loading, and lagging indicators provide rich performance perspective (past, present and future) that solicits and empowers strategic decisions to be made and actions to be taken.

A Performance Culture is recognized by a constellation of characteristics that contribute to competitive advantage and the attraction of top talent…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-20T12:59:00.001-04:00

"Very young people and very old people are the most honest, for they do not have an investment in the fears and games that make other people dishonest." - Guide Mary (Carla Gordon)

Performance Matters Matrix – Motivation

2010-05-18T12:45:00.002-04:00

A Performance Culture is motivated – collectively and individually. There is shared Purpose that inspires, energizes, and animates. Individually there is also motivation driven by Autonomy and Mastery.

The core Purpose of a sustainable performance culture is not self-centered. It reaches beyond benefit to members of the Practice. Purpose defines relevance and determines priorities. It attracts people who are like minded, builds loyalty, and elicits exceptional effort with superior service. Purpose expects passion. The determination of purpose is the work of leadership.

Autonomy respects and honors the individuals within the business culture – it frees them to be themselves and to contribute naturally. It is autonomy premised on principles, responsibility, authority, and accountability. It avoids prescriptive rules that are unnecessary. It controls what needs to be controlled rather than want can be controlled. Autonomy is balanced by accountability. It is focused on individual initiative and value producing outcomes.

Personal development, opportunity, advancement, and achievement are inherent rights in a performance culture. Mastery of knowledge and skill is encouraged, recognized, and celebrated for the realization of human potential and capacity for service contribution. Inherent to Mastery is competence, confidence, creativity, and a spirit of generosity. Mastery is not rewarded for its progressive attainment but rather for its ongoing contribution.

In addition to responsibility and motivation, a performance culture is distinguished by quantifiable performance metrics...

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-16T12:55:00.003-04:00

"The truth is always exciting. Speak it, then. Life is dull without it." - Pearl S. Buck

Performance Matters – Responsibilities

2010-05-14T16:25:00.003-04:00

The Effort of a Performance Culture is harnessed by Responsibilities. There are three core responsibilities – Responsiveness, Resource Efficiency, and Results Acceleration. These priorities are inherent to building Trust and delivering Value.

Responsiveness has both internal and external considerations – responsiveness amongst individuals within the practice team, and toward those serviced by the practice. Timely access, prompt attention, and considerate follow-up are hallmarks of responsiveness. Responsiveness has both Trust and Value considerations.

Resource Efficiency has primarily Value considerations. The conservative, efficient, and effective use of resources optimize financial performance and help ensure profitability, job security, and the sustainability of innovative services over time.

Results Acceleration propels the notion of performance outcomes into a new dimension. It’s not enough to just get good results today; but to also be able to continually make the appropriate decisions and take the necessary actions to reliably improve the capacity to achieve better results in less time with lower expense.

These priorities are Core Responsibilities of a performance culture. But, these priorities are not sufficient to motivate professionals. For that, something else is needed…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-12T15:36:00.002-04:00

"Truth is stranger than fiction, because fiction has to stick with the possibilities."

Performance Matters – The Third Dimension

2010-05-10T15:26:00.003-04:00

The Performance Matters Matrix is framed in three dimensions. The two dimensions of Trust and Value have already been considered. The third dimension is Effort. Again, there are three components to Effort – Intensity, Persistence, and Resiliency.

Intensity has to do with the amount of resource that is committed and harnessed for the purpose of achieving a goal or delivering on a promise – think of performance in the nine primary cells of the Matrix. Enthusiasm and Intensity travel together.

Persistence is about the sustainability of commitment over time and in the face of obstacles, challenges, and resistance. Persistence is a “can-do”, “won’t take no”, “what-ever-it-takes”, "can I help", “it’s my job” attitude. Encouragement facilitates Persistence.

Resiliency renders setbacks and failure temporary. It’s about “restoration”, ”bouncing back”, “getting up again", “next time”, and “fresh starts”. Resiliency has to do with remaining true to one’s character and purpose even in the face of fear and failure. Empowerment arises from Resiliency.

Effort determines the potency and sustainability of a performance oriented culture. Effort places attitude ahead of achievement. It assures that Trust and Value are not superficial, not just words, and not a matter passing convenience. Effort is a measure of passion, commitment, and loyalty. Effort is irreplaceable.

A purpose driven culture harnesses effort with priorities and motivation…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-08T20:54:00.006-04:00

"When you remember truth in the face of illusion, you gain far more than when you remember truth in the presence of truth." - Alan Cohen

Performance Matters Matrix – The Tenth Cell

2010-05-06T20:17:00.004-04:00

The Tenth Cell of the Performance Matters Matrix circumscribes and encompasses all nine cells previously discussed. The Tenth Cell represents a Performance Culture that evolves through the systematic practice of performance behaviors defined by the nine primary cells and driven by a commitment to Trust and Value.

Culture is the cumulative attitudes, values, motives, beliefs, knowledge, experience, rituals, and behaviors shared by a group. Culture defines truth and reality for the group – it is implicit and explicit. It is communicated and imitated becoming deeply internalized. Culture is a collective programming of the mind.

Culture runs deep, very deep – it defines a third dimension within Practices that is often not spoken about and often not even considered. Culture is resistant to change. Often culture is more potent than management. The result is that often the culture drives management rather than management driving culture. Unmanaged culture seldom rises above mediocrity and rarely if ever excels.

More frequent than not, disruptive external force is necessary to elicit cultural change in business. Absent such force, exceptionally strong, persistent, and focused leadership is required. The Performance Matrix provides a strategic framework for the transformation of practice culture.

Until culture changes, nothing changes for long!

Culture introduces a third dimension that compliments Trust and Value – the dimension of Effort…

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-05-03T08:26:00.000-04:00

"To myself I am only a child playing on the beach, while vast oceans of truth lie undiscovered before me." - Isaac Newton

Performance Matters Matrix - Financial Transformation Zone

2010-04-30T08:28:00.003-04:00

The Financial Transformation Zone includes Scheduling, Charging, and Collecting. Together they define financial performance and significantly influence matters Trust and Value.

At the intersection of Financial Value and Concern for Others, is Matrix Cell #7 – Scheduling. The scheduling of services simultaneously includes the management of staff related time / expense and revenue generating capacity. Scheduling establishes internal and external expectations impacting relationships, productivity, quality, and outcomes. Management promises are enabled.

Charging, cell #8, occupies the space defined byFinancial Value and Integrity . Charging is transactional. It documents a fair exchange of mutual value promised. It speaks to business and professional sustainability. It involves an operational chain reaction involving the processes of contracting, fee setting, charge capture, coding and bill submission. Management’s relevance or irrelevance is validated.

Cell #9, Collecting, is found at the intersection of Financial Value and Results. Financial value is evidenced and measured by revenue collected. What is collected sustains. What is not collected compromises business and professional survival and erodes ability to serve and grow. Management is rewarded.

That completes a brief overview of the 9 transformational zones. Each influences and is influenced by the others. Performance optimization is only achieved when performance exceeds the sum of the parts.

Each row of the Matrix represents a critical attribute of a stable, sustainable, and scalable business.

The first row, cells 1-3, are about Leadership. “The first responsibility of a leader is to define reality” (Max DePree).

The second row, cells 4-6, is about Partnership. “Friendship is essentially a partnership.” (Aristotle)

The third row of the matrix, cells7-9, are about stewardship. “Well done is better than well said.” (Ben Franklin)

There is one more cell to consider – a tenth cell that occurs in a third dimension…

All The Best!

Bob

Performance Builders

Traveling

2010-04-30T08:20:00.000-04:00

I'll be speaking to Therapist and Trainer Groups in Orlando and Seattle this week and next. There continues to be a lot of excitement around the integration of functional management in both the service and business aspects of clinics and studios. I also get to talk again with past and present clients to hear their stories about lives and practices that have been transformed! They have a lot to be proud of and excited about!

All The Best!

Quotable - Truth Series

2010-04-26T13:02:00.005-04:00

"Falsehood has an infinity of combinations, but truth has only one mode of being." – Jean Jacques Rousseau

Performance Matters Matrix – Relational Transformation Zones

2010-04-24T08:53:00.004-04:00

The Relational Transformation Zones include: Marketing, Service, and Communication. Again, each contributes holistically to the organization’s capacity and reputation for Trust and Value.

At the intersection of Relational Value and Concern for Others is matrix cell # 4 – Marketing. Service related businesses rely upon word-of-mouth recommendations and referrals from satisfied customers/clients to grow. Marketing is primarily a matter of networking and relationship building while managing the expectations of opinion leaders, influencers, and decision makers. Marketing messages are personalized and client focused. Responsiveness, respect, and results are critical as are the removal of barriers. Management’s promise is made.

Service, cell #5, is at the center of the Performance Matters Matrix occupying the space defined by Relational Value and Integrity. It is about managing the experience of clients and staff. It is about creating “Brag-About” experiences that people will insist on talking about and facilitating their effectiveness in talking about it. It is about turning promises into reality every time for everyone. It is about positioning people for imminent satisfaction and success. Management’s promise is experienced.

Cell #6, Communication, is found at the intersection of Relational Value and Results. Relationships are nurtured and forged with evidence that promises were kept and expected results achieved. Communication is multidimensional, complex and far too important to leave to chance. Communication is never neutral – if it doesn’t enhance Trust and Value it is at best an opportunity lost and at worst a diminishment. Communication in all of its forms provides a feedback loop through which an ongoing cycle of concern for others is expressed. Management’s promise is validated.

The next consideration of the Matrix is the Financial row – cells 7-9.

All The Best!

Bob

Performance Builders

Performance Matters Matrix - Informational Transformation Zones

2010-04-21T15:30:00.008-04:00

The foundation of performance has been laid, and the structure for understanding performance has been framed. The resulting 3x3 matrix defines 9 performance areas that need to be managed if a performance culture is to be replicated and sustained. (See previous posts: 1, 2, 3, 4)

Each cell represents a unique aspect of Trust and Value. Each cell represents a zone of potential transformation or stagnation and requires well considered management attention. Each cell represents potent potential and together they represent exponential possibility. Opportunity is found at the intersection of Trust and Value. Let’s consider the first row of the Matrix – cells 1-3…

At the intersection of Informational Value and Concern for Others is matrix cell #1 – it defines Performance Standards. By establishing strategically relevant performance standards, priorities and expectations are declared. The relative value of various pieces of information is ranked and performance metrics can be defined. Concern for others is demonstrated through the clear and concise delegation of responsibility, accountability, and expected results. Management intent becomes transparent.

Performance Tracking occupies the intersection of Information (Value) and Integrity (Trust) – cell #2. The establishment of a Performance Tracking system facilitates the achievement of performance standards and provides timely feedback that empowers people to manage behaviors, resources, and processes to create authentic experiences that align with stated expectations. Management facilitates accountability and midcourse corrections.

Cell #3, Performance Audit, is found at the intersection of Strategic Information and Results. The audit provides an opportunity to validate whether the performance bar is set at the appropriate height, who is getting over it, what best practices can be learned, who needs what kind of help, and what processes need to be modified. Management intent remains strategic and relevant.

The next consideration of the Matrix is the Relational row – cells 4-6.

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-04-19T15:04:00.001-04:00

"Believe those who are seeking the truth. Doubt those who find it." -Andre Gide

Performance Matters Matrix - Framework

2010-04-15T16:57:00.012-04:00

The foundational cornerstones of the Performance Matters Matrix have been laid. There is the cornerstone of leading intent – trust and value; and the cornerstone of lagging achievement of influence and affluence. Each of these four terms have three dimensions that need to be understood.

The three dimensions of trust are: showing concern for others acting with integrity and getting results. Trust has elements of generosity and empathy, behavioral consistency, and achievement.

Value is measured in three dimensions: strategic information, strategic relationships, and financial benefit. Value is a matter of perception and has both situational relativity and emotional influence.

Influence involves the exercise of power to control the course of things without the exertion of force. There is a physical dimension involving behaviors and actions, a mental dimension affecting opinions and decisions, and a spiritual dimension impacting beliefs and morality.

The three dimensions of affluence are an abundance of resources, the sustainability of abundance, and flowing toward a particular point. Affluence connotes rich abundance flowing toward a destination or purpose.

The Performance Matters Matrix builds upon and leverages these foundational understandings. These cornerstones and their four elements do not stand apart from each other. Amidst them a creative energy is exists. There is synergy between them and together they act as a business/career catalyst yielding exponential benefit.

The three dimensions of Trust and of Value define a matrix of nine control zones through which business performance can be transformed and a performance culture can be nurtured. Through a performance culture flows the power to transform Trust into Influence and Value into Affluence in a self-reinforcing cycle of reciprocal loyalty and mutual benefit.

The nine transformational zones present in every practice or business can now be defined and organized within the framework that has been established...

All The Best!

Bob

Performance Builders

Quotable - Truth Series

2010-04-12T17:01:00.002-04:00

“Truth is ever evolving” - Rachel Naomi Remen

Cornerstone Two – Trust & Value

2010-04-10T18:01:00.010-04:00

We began with the proposition that, “The purpose of management is to shape and secure a favorable future.” If it is management’s purpose to secure a “no worries” future by achieving affluence and influence (Cornerstone One) then one does well to ask a second question, “On what foundation should we build?”

As before, the specific answer to that question is as diverse as the people who answer it. Traditional wisdom might suggest a foundation of profit and politics if affluence and influence are desired. But profit is self-centric not market-centric and lags behind rather than leads decisions; and politics trades certain-control for uncertain-compromise.

If management desires “no worries” then one might accurately predict that “no worries” also drives its markets. The necessary foundation then needs to be about providing trust and value with stability, sustainability, and scalability.

Again, test this understanding in your life. How important is trust and value when you invest your time and money? How important is trust and value in making decisions that will impact your family? If this understanding is true, we have a second leveraging opportunity.

It is with this insight that we lay the second cornerstone, trust and value, in the Performance Master Management Matrix. A framework has now been established…

All the Best!

Bob

Performance Builders

Quotable - Truth Series

2010-04-07T18:04:00.004-04:00

"Truth is stranger than fiction because fiction has to stick with the possibilities."

Cornerstone One - Affluence & Influence

2010-04-04T10:23:00.019-04:00

The purpose of management is to shape and secure a favorable future. To achieve that purpose one does well to begin at the end - that is, to begin with the end in mind - to begin with a simple question, "What do we want to achieve?"

The specific answer to that simple question is of course as diverse as the people and organizations that answer it. So too are the motivations behind the answer which span the spectrum from selfish greed to selfless generosity.

But all of those answers are fundamentally about securing affluence and influence with stability, sustainability, and scalability. All want to pursue their passions with "no worries".

Test this understanding in your life, in your family, in your profession, in the organization in which you work. Test it in physical, psychological, social, political, spiritual, and financial dimensions. If it is true, then we are perhaps on to something important - something we can leverage constructively in multiple dimensions.

It is with that simple insight that we lay the first cornerstone of the Performance Matters Management Matrix. There is a second cornerstone...

All The Best!

Bob

(c) Copyright 2010
Performance Builders

Quotable - Truth Series

2010-04-02T17:38:00.000-04:00

“We routinely disqualify testimony that would plead for extenuation. That is, we are so persuaded of the rightness of our judgment as to invalidate evidence that does not confirm us in it. Nothing that deserves to be called truth could ever be arrived at by such means.” - Marilynn Robinson

Putting Performance Into Practice - Introduction

2010-03-30T19:07:00.019-04:00

For the past several months I’ve shared a detailed look at “Game Changers”. I’ve written about several national and global trends that are and will be impacting health related practices including physical therapy and personal training. I’ve shared what I see in my “crystal ball” as to what those trends suggest for us; and I’ve written about what actions leading practices are taking in response and preparation. The key messages have been:

The health environment is changing rapidly – more need, competition, and risk with less reimbursement and flexibility.
There will be winners and losers from a provider perspective – with change comes threat and opportunity.
Today’s strategic and operational decisions will determine who wins and who loses tomorrow – most practices are not designed to thrive in a changing environment.
Leading practices are reinventing themselves to be lean and prosperous.

With these understandings in mind, I’ll begin a new series of articles that will focus on the philosophical framework of the successful management of a growing practice or professional career.

When performance matters, things are not left to chance. This is true for winning athletes, high achieving professionals and successful organizations. Integrity, congruency, and consistency become critically important – it is what enables long term purpose to be efficiently transformed into effective day-to-day decisions and actions in an increasingly challenging environment.

We will shift our focus in the upcoming posts from responding to changes in the external environment to managing change in the internal environment that we shape. While we cannot control what happens to us, we can control how we chose to respond to what happens to us.

Our potential choices and control are largely influenced by how we approach the task of leadership and management. We will explore a comprehensive management framework for replicating a sustainable high performance organization. The model has implications for owners, managers, professionals, coaches and teams that performance in business, sport, and in life...

All The Best!

Bob

Performance Builders

Traveling

2010-03-24T04:30:00.001-04:00

As a faculty member of the Gray Institute's GIFT Program, I will be spending the next 4 days with health and fitness professionals (GIFT Fellows) from around the world at one of GIFT's three 2010 Gatherings. These are incredibly energizing and innovative events!! As a result, I'll probably be posting a day or two late this week - thanks for your patience!

All the Best!

Bob

Quotable - Truth Series

2010-03-20T19:36:00.001-04:00

“Instead of being interested in what is new. We ought to be interested in what is true” - Pfeffer’s Law