Have competitive bidding, changes in reimbursement and required accreditation had you thinking, “Can I handle any more changes?”
Good salespeople know all about change — change in sales call plans, change in referral sources, change in reimbursement, change in territory, etc. But with the many changes coming for HME, we could all use a refresher course on how to approach the changes we are about to experience.
We do have some options. We can be in constant rebellion — or we can actually do what all those policies and procedures say we must.
Let's begin with the premise that no one likes change. We all show some tendencies to resist change, even though it might just be what we need. We often want to do things the old way, the way that is most comfortable and familiar.
As the home care industry continues to evolve, changes will occur over which we have little or no control. New staff will join the company or there could be a new director in your department. And of course downsizing, mergers and reorganizations are all around us.
Consider these suggestions for dealing with change:
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Stop talking about the good old days. If the good old days were so absolutely wonderful, we would be doing things the way we used to do them. Spend your time looking ahead rather than back. It is the forward-thinking professional who is working in real time and planning for the day after.
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Understand that change is not easy for anyone. While you may find it easy to adapt to new policies and rules, you must understand that those around you may not find it easy. They may not be as flexible or as adaptable as you are.
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Take a closer look at yourself. Spend some time thinking about how you adapt and what you do to prepare yourself for change. Have you attended special classes that would help you understand that new computer system? Have you offered to attend conferences that address the latest legislative issues affecting your customers?
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Find a safe place to communicate your emotions and feelings. If you are upset with what is happening all around you, find someone you can speak with who values your opinion and will listen to your thoughts. While your advice and recommendations may not prove to be valuable, it is often best to “let them out,” tactfully speaking your mind and then graciously moving on.
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Position yourself as someone who helps smooth the transition, rather than someone who is an obstacle to success. Some people are the cause of problems and are never part of the solution. They continue to complain about what is about to happen and then are in full-blown rage once the transition has taken place. Am I talking about you or someone you know? Work at becoming a part of the team that reduces office stress rather than one who creates it.
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Stop playing the role of the victim. No one created changes in the organization just to hurt you. Better you hear it from me: You are just not that important. We all could feel sorry for you, but then everyone has their own issues to deal with. Stop telling everyone how change will negatively impact you and your work.
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Identify the positives that change can bring you. Take a more global look at how the changes can positively affect your organization. While you may have to take some additional training on the computer, the end result may be a more streamlined patient tracking or billing system. While you may need to learn more about a new product, this knowledge may allow your company to handle a new patient or contract.
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Develop a support team at work. Do not tackle all the changes by yourself. This is where the value of your team can be so important. Work together with your colleagues to develop the best plan for learning new policies and enacting new protocols. Most changes do not affect you alone and should be incorporated into your work setting as a team project.
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Be flexible. You may just have to change your lunch hour, move your office or work slightly different hours. You may need to spend more time in the office rather than out visiting patients in the hospitals.
With a continually changing industry comes constantly changing work responsibilities. Whatever you did last year is probably not going to work for next year. Get flexible or become extinct. I am not sure you have many options.
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Locate important resources in your company that can help you. As change approaches, look within your company for people who can help you. Are there clinical experts who can assist you as you find the need to learn more clinical information about a specific disease? Is there someone who can even help locate a particular office or a new building or location you soon need to visit?
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Avoid making assumptions without some basis in reality. Too many people talk about changes they think will happen but never actually do. Do not assume anything. Go to the appropriate sources for good information. Too many offices have people talking about mergers and acquisitions that never happen or a network that is never put in place.
Wait a minute and get the facts. Avoid all the company gossip until you have verified that what you overheard in the hallway is actually going to happen.
And for a more global approach to handling change in your business. I suggest:
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Monitoring your business activities. Nothing can ensure failure more rapidly than an organization that does not monitor its work. If you are not doing what you promised your clients, you competition will gladly provide them what you are not.
The home care days of yesterday are just that — yesterday. The good news is that there are still customers who need our products and services. Some will find new and creative ways to pay for them, and we may need to expand creatively the manner in which we offer these products.
For sure, change is not an event but a process as we know so well. Home care and change are synonymous. Did you really expect things to remain the same more than for a few days? Change is not an option; it is a reality.
Take a break and prepare to be an effective survivor in the hurricane called health care!
Louis Feuer is president of Dynamic Seminars & Consulting Inc. and the founder and director of the DSC Teleconference Series, a teleconference training program. He can be reached at www.DynamicSeminars.com or by phone at 954/435-8182.
