CREATING A CULTURE OF GENTLENESS

A MICHIGAN STORY

THE CULTURE IS YOUR COMPETITIVE ADVANTAGE

Either the management defines the culture or the employees do

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

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

Reputation is the best marketing tool for mental

health organizations

Budget negotiations favor organizations that have more to offer

Greater numbers of individuals can be supported with improved management skills

Expansion in other related fields is relatively

easy if an organization’s reputation is built on quality services.

EXPENSE IS A COMPETITIVE ADVANTAGE

REDUCE TURNOVER

Know your annual rate

Lower turnover equals lower expenses

In general, turnover is one of most significant variables in consumer instability

REDUCE UNEMPLOYMENT EXPENSE

Unemployment claims cost up to 10,000 per claim

Unemployment claims are very time consuming for administration

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

REDUCE TRAINING EXPENSE

Decrease turnover, decrease the training

expense

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

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

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

REDUCE ADMINISTRATIVE EXPENSES

Hiring staff is time consuming and expensive

Troubled homes are a drain on resources

Troubled staff are a drain on resources

REDUCE ADMINISTRATIVE EXPENSES

Troubled homes and staff are a liability concern

Business growth is difficult with high administrative costs

MANAGEMENT IS A COMPETITIVE ADVANTAGE

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

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

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

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

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

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

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

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

TRAINING – SIX ELEMENTS

Safe and Valued

Praise and Demand

Structure and Transitions

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

MANAGEMENT CULTURE – THINK GENTLE

Six elements as a management tool

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

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

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

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

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

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

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

ASSESSING THE PLAN

MANAGERS

Know how managers interact with staff

Negative managers have to change or go

TURNOVER

Track and know annual turnover rate

Track and know managers’ turnover rates

FINANCES

Review all worker’s compensation claims

Track and review the financials of each home, this includes overtime numbers

INCIDENTS

Review all IR’s involving physical management

Review all licensing and ORR investigation for each home

“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

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