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Don’t look back, you’re not going that way

July 6, 2017 by Debra Wiggs, FACMPE, V2V Founder

Part III:  Creating a trusted circle that brings others along with you

The premise of creating a trusted circle is answering the question: How do I move forward with what I know I need to do? Moving forward requires knowing the actual tasks needed to get the job done and it also requires a successful strategy addressing HOW and WHEN to get things done. Knowing what to do, and how and when to do it is accomplished by employing your team, and others, to support you.

One of my friends, Tracy Spears, calls this group her personal board of directors. President Truman had his Kitchen Cabinet. Billy Graham had a spiritual band of brothers who helped him accomplish so much in his evangelical ministry. Similarly, you need a trusted group who can help you get the job done and hold you accountable to do so.

This trusted circle is made up of three-to-five people who understand you and the role you play. You must learn how to allow them to help you be successful. Some of those people will be colleagues or confidants who are typically NOT within your sphere of work reports, while others will work with you and for you. Let’s create the trusted circle from its foundation.

First things first: The Elements of a Trusted Circle
I feel there are two essential elements that make up a trusted circle or team, vulnerability and accountability. Among the greatest strengths of a leader is the willingness to be vulnerable. To me, vulnerability doesn’t imply weakness. It means you are open to change and can take advantage of other people’s strengths in developing your strategy and tactics for success. To appropriately reflect a leader’s vulnerability, the members of your trusted circle must hold you accountable, because you need others to both keep you encouraged and on track with your goals.

Why do these elements matter?
Leadership in Health care is can be very lonely. Don’t expect that group of people to manage you or to give you the answers; but look for people who can inform you or cause you to ask “good” questions. I’ve had that team of people in my life, depending upon the environment I was working. I still have two or three people who have followed me throughout my entire career, but I’ve also picked up or shed others as circumstances and seasons warranted.

Who-does-what; assigning roles to your trusted circle.
Developing a trusted circle gives you both a safety net and a prodding forward when you need it. Those colleagues or confidants who are employed outside your organization can serve as your sounding board. We all know health care is complex. Running ideas and concepts by others can keep it from getting complicated. The other group of people in your inner circle is your direct report team. They are the ones who will get the job done and follow through on strategy and tactics.

As their leader, evaluate their strengths and play to them. Let your team manage their weaknesses. If you expect to “fix” someone’s weaknesses you will explore a futile task. When I am coaching leaders, I challenge them to look within their direct report team and consider their strengths, not just by job title but by performance. Do you have a receptionist who is new to the organization but has demonstrated aptitude and initiative in some area, such as gathering co-pays? Give that team member a project or job responsibility that builds upon that strength.

The biggest mistake that you, as a leader, can make is to believe that you can do it all yourself. You just burn out, no one learns anything and nothing gets done. The way to move forward is not by yourself, but through your combined success with your trusted circle. Together, you will combine your individual desires for success to create a vision on moving forward and an accountability to get the job done. So, don’t look back, you’re not going that way. Collaborate with your confidants, colleagues, and direct reports, look forward and create a future-focused vision for success. If you need it, we can help. You will get there, for sure.

Filed Under: Debra Wiggs, FACMPE, V2V Founder

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“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Michelle Wier, CMPE, worked with our EMS program for a year, providing interim financial management at a crucial time for our hospital district based agency. Her exemplary work included budget and tool development, redesign of our financial statements, and a compensation analysis for all EMS positions. She helped provide crucial accountability for our internal accounting systems, contract negotiation support and a streamlining of our in house processes and reporting structures. I highly recommend her work product and greatly appreciate her astuteness and work ethic.”

J. Michael Edwards, DDS, MD, FACS – Commissioner, San Juan County Public Hospital District #1 San Juan Island EMS and MedEvac

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“With excitement and enthusiasm I announce the transition of Wier Management Solutions to V2V Management Solutions. I’m honored to partner with some of the industry’s best “Transformationists,” who will assist our clients in realizing and enhancing the value within their organizations.”

Michelle Wier – President, Wier Management Solutions, Inc.

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

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