Creating a Culture of Gentleness A Michigan Story

1. Creating a Culture of GentlenessA Michigan Story

2. The Culture is your competitive advantage

3. Either the management defines the culture or the employees do

4. Mission statements and good intentions are not the same as a dynamic plan

5. Complex circumstances require clear principles that guide management when the going gets rough

6. Reputation is the best marketing tool for mental health organizations

7. Budget negotiations favor organizations that have more to offer

8. Greater numbers of individuals can be supported with improved management skills

9. Expansion in other related fields is relatively easy if an organization’s reputation is built on quality services.

10. Expense is a competitive advantage

11. Reduce Turnover • Know your annual rate • Lower turnover equals lower expenses • In general, turnover is one of most significant variables in consumer instability

12. Reduce Unemployment Expense • Unemployment claims cost up to 10,000 per claim • Unemployment claims are very time consuming for administration

13. Reduce Workers Compensation • Violent consumers may seriously injure staff • Poor morale creates an environment that encourages frivolous claims • Virtually all claims negatively impact rates, even frivolous claims are expensive to resolve

14. Reduce training expense • Decrease turnover, decrease the training expense

15. Reduce complaints • Rights, licensing, and other complaints frequently result in additional training to resolve issue(s) • Damaging to the reputation which can lead to loss of business

16. Reduce complaints • Many rights and licensing actions are related to consumer behavioral incidents • Complaints are very time consuming • Staff are generally the source of the complaint

17. Documented training, and administrative involvement in home operations will always be viewed favorably by regulatory agencies

18. Reduce administrative expenses • Hiring staff is time consuming and expensive • Troubled homes are a drain on resources • Troubled staff are a drain on resources

19. Reduce administrative expenses • Troubled homes and staff are a liability concern • Business growth is difficult with high administrative costs

20. Management is a competitive advantage

21. Corporate structure • CEO’s and administrative employees must have a business plan that directs leadership • Administrative mentors are a must - one for every 50 staff

22. Corporate structure • Home managers are a must for quality • Managers must be supported in order for the business to experience beneficial growth • Managers directly impact turnover • Management is a greater factor than the individuals served

23. Home Management structure • Managers (5) days per week, must work hands-on with consumers • Asst. Managers (4) consecutive afternoons per week, must lead shift proactively • Weekend Supervisors, (1) for each day, must lead shift proactively

24. Home Management structure • Pay and benefits should increase at each level • Systematic development of future supervisors • All levels are educated in and expected to utilize (6) elements

25. Administration/manager/staff interaction • Manager meeting should be held weekly • The primary purpose is to shape the culture of the organization by interacting regularly with those that have the most power in the individuals’ life • The secondary purpose is to build morale, stay informed, share information, and to learn from one another

26. Administration/manager/staff interaction • Staff Meetings for each home every (2-6) weeks • Meetings should be led by the CEO or admin staff • The primary focus is to build morale and reinforce the six elements-an agenda may be helpful for beginners • Meeting must not be permitted to become a negative experience for staff • Always leave enough time at the end of the meeting for private conversations with staff

27. Staff Training • An in-house training program to shape the culture of the organization is a must • Training should be viewed as a business investment; when done comprehensively it will allow a business to grow

28. Staff Training • Professional basic training is the beginning point • Medications and health should be taught by a RN • There are a variety of ways to train in the other required areas

29. Training – six elements • Safe and Valued • Praise and Demand • Structure and Transitions

30. Training – six elements • Taught in-house and reinforced at nearly every meeting • Utilized to introduce and train new staff, for transfers, during incidents, and as a problem- solving matrix • All raises, bonuses, and promotions will be made based on competency with the six elements

31. Management Culture – think gentle • Six elements as a management tool

32. Management Culture – think gentle • SAFE • Staff feel relaxed around management even if there is a problem • VALUED • Staff are treated with dignity and respect at all times

33. Management Culture – think gentle • PRAISE • The most powerful tool of all, it requires practice to use this tool effectively • DEMANDS • Figure out how others perceive you, open with the positive

34. Management Culture – think gentle • STRUCTURE • Proactive training, monitor standards, plan shifts, treat everyone equally • TRANSITIONS • Always have a transition plan for a new individual, have detailed plan for introducing new staff, and other changes

35. Home managers - Communication • Staff logs need attention to work • Always speak to staff in private • Agendas are necessary, (3) items at most • Written instruction is necessary at times • Tell your supervisor if you are afraid

36. Mentors • All administrative employees should be mentors • All clinical support agencies must have mentors • A mentor must be able to work directly with all individuals supported by the organization

37. Mentors • Demonstrate a deep understanding of Gentle Teaching • Start interacting with an individual, whatever the situation • Develop and implement activity schedules • Organize and assign staff using a written system

38. Mentors • Trouble-shoot the environment • Model how to handle violence • Assess the needs of the home • Possess authority and knowledge to reassign staff when necessary

39. Assessing the plan

40. Managers • Know how managers interact with staff • Negative managers have to change or go

41. turnover • Track and know annual turnover rate • Track and know managers’ turnover rates

42. finances • Review all worker’s compensation claims • Track and review the financials of each home, this includes overtime numbers

43. Incidents • Review all IR’s involving physical management • Review all licensing and ORR investigation for each home

44. “It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.” Nelson Mandela

45. John R. WilliamsSenior Management Consultant The Center for Positive Living Supports PHONE (248) 336-9119  FAX (248) 336-9120positivelivingsupport.org jwilliams@progressivelifestylesinc.org