Q: How do we know what senior management really wants?
A: “We have found it goes beyond the operational to how our program benefits the [larger] system, such as referrals and physical therapy.”
A: “You need to ask and much depends on exactly how you ask. Your questions [should be put] in context and always drill down to quantitative expectations.”
A: “We document our outcomes and try to leave a clear paper trail defining expectations with copies sent to relevant parties.”
A: “We ask them directly what type of reports will meet their needs.”
Q: How can we reach the senior-senior management team?
A: “First ask yourself if you really need to reach out to this level. Many will simply defer judgment anyway.”
A: “We appeal to their strategic orientation, i.e., why are we doing this in the first place? Later on, we can say that our program supports the mission of the parent organization.”
Q: In what realistic ways can we involve senior management in our program?
A: “We often invite key employer contacts to come to our hospital to meet with senior management. It creates a connection.”
A: “It depends on personalities. People are different: some are eager to become involved and do so productively, others are eager but their involvement may be counter-productive, and others are neither interested nor effective. Understand your players.”
A: “We reach out and put things in context. For example, tell them, ‘this is why we need your involvement.’ Play to their (senior management) egos by offering legitimate praise in a sincere and honest manner.”
Q: How do we best articulate the value of our program to our health system?
A: “Ask management directly, ‘How do you define value?’”
A: “Quantify, quantify, always quantify. Identify and gather relevant data; minimize empty phrases like value and enhanced visibility.”
A: “I have learned to be wary of generating so many metrics that you can’t see the forest through trees. Throw away things that may be interesting but clutter the landscape.”
Q: What are the core reporting metrics for senior management?
A: “Volumes, revenue, productivity, referrals and patient satisfaction.”
A: “The net bottom line trumps everything. Remember, your program is just a small piece of senior management’s galaxy.”
Q: How often should we provide reports to senior management?
A: “Keep it real and watch out for overkill.”
A: “It depends where the senior administrator is in the hierarchy. We seldom send reports to upper management but report to the next level frequently.”
Q: What is the best approach to tell senior management of our need for increased staff?
A: “We use productivity measures to provide evidence of our needs.”
A: “Don’t forget that you are competing with other parts of your organization that are also looking for additional staff. Relative need is likely to be more important than absolute need.”
A: “Quantitative measures alone are often not enough. Numbers need to be supported with anecdotal information from constituents. We do annual surveys that (among other things) ask employers to rate the adequacy of our clinic staffing.”
