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Let’s Talk Value – A Three Part Series for Medical Clinic Administrators

December 20, 2017 by Michelle Wier, MBA, CMPE, Founder

Before you begin reading this post you may want to read Part I and Part II first.

Part III:  Staying Healthy:  Ensuring your Clinic Practice is ADEPT ℠ at Sustaining Value

In this blog series, we have been exploring how to drive value in the organization by motivating people, developing skills and promoting synergy, with the aim of maximizing the overall performance of the organization. Like with any get-healthy regime, it requires a commitment, over time, to achieve your goal and, more importantly, to sustain it. Over time, many of us have enjoyed how the positive results of any good-health commitment have paid off. We look to see how far we’ve come and it’s exciting, even though the day-to-day work of getting to that point didn’t seem so glamorous.

Recently, I had a similar review with a client whose commitment to becoming an ADEPT ℠ organization started small and has seen many positive results, over time. It wasn’t an easy process or a quick fix. The factors contributing to their troubles required a thoughtful review and commitment to change. Now, this organization is one whose success and profitability is clearly identifiable. It reflects a fundamental culture shift. After all, transforming an organization requires a long term strategy, a vision supported by leadership and an ability to share that vision throughout the ranks, inspiring a fully-engaged team. It also requires transparency of your vision and path.

A lot of organizations in the health care industry spend an inordinate amount of time devising a new workflow or launching a new service line, thinking that either or any of these new processes, products or services will fuel its success. Like learning how to live a healthy lifestyle, creating an ADEPT ℠ organization is about adopting a new paradigm and evolving your organizational belief structure.

At V2V, we consider ourselves transformationists. Some of our new clients will ask: What does that mean? My colleague and fellow V2V founder, Debra Wiggs, explores transformationists, in depth, in an earlier blog. Transformationists are part of the solution, not part of the problem, helping your practice survive and thrive amid the new business of health care. To do so requires achieving a full organizational commitment to innovation, not by looking into a singular-focused project or solution and expecting long term sustainability. Like fad diets that don’t last, the bad habits eventually come back; to truly achieve success you must transform yourselves.

Just like in developing a healthy lifestyle, you first have to find your find your VALUE, your ADEPT ℠ advantage across the organization and create an environment that allows it to sustain itself.

Creating a long-term strategy for success requires you and your team to ask yourselves some thoughtful questions. These five questions are all about finding those critical elements to truly transform your organization. What applications are needed? How do you create that brand distinction? How can your processes and practices become more effective? More profitable? And, how do you recruit, retain and develop your talent?

After all that is accomplished, how do you sustain that success, year after year? After years of advising our clients, I’ve learned it’s about an ongoing commitment to training and mentoring your people, engaging them in your culture, and monitoring your success. Personal effectiveness, organizational leadership, and business management require a long view. It requires a dedication to consistency, and is sometimes fueled by curriculum-driven programs. Our clients tie together their transformational process of becoming an ADEPT ℠ organization by developing a strategic plan of how-to accomplish their goals. And, like weight and health management, it is essential to include triggers that are put into action if you see a negative trend emerging.

Whether seeing a dip in patient satisfaction scores, or if your quality outcomes are heading south, what is your plan to respond quickly and decisively? That is what makes the difference and fosters sustainable success. Ultimately, finding your value and sustaining success means avoiding complacency, investing in yourself as a leader, investing in your team, and the ever-important process of monitoring and adjusting for new parameters. It seems simple but in the hectic day to day it is easy to lose sight of the goal.

Our team offers trusted advisors from the hospital and medical practice arena with the sole focus of creating transformational change amid the new business of health care. We help you find opportunities to enhance success across your organization, act on them, and sustain them over time!

Are you ready to look in the organizational “mirror” or step on that “scale” of measuring organizational effectiveness?

Call us.  

We can help.

Filed Under: Michelle Wier, MBA, CMPE, 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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