10 / 2 / 201 9 Cu l - PowerPoint Presentation

10/2/2019 Cu l t i v ating Advocacy:Case Management Career DevelopmentKathleen Fraser MSN, MHA, RN-BC, CCM, CRRNExecutive Director, Case Management Society of America W he t he r a Mentor or a Mentee….“Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine, as children do. It’s not just in some of us; it’s in everyone.And as we let our own light shine, we unconsciously giveother people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.”Marianne Williamson W h y i s it important to mentor our successors? 1 2 3 1

10/2/2019 “ T e l l me and I forget, teach me and I mayremember, involve me and I learn.”Benjamin FranklinChalle nges o f S taf f Recrui tme nt a nd Retent ion for Case ManagementDemands of healthcare professionsHigh t urnover rates Ag ing work force T he Ca s e M a n a ge m e nt P r o fe ss i o n 4 5 6 1

10/2/2019 S k ill s needed to be a Successful Case Manager´ Clinical knowledge & expertise´ Effective communication´ Time management´ Problem-solving skills ´ Org aniz at io nal s kills ´ Team oriente d´ Able to delegate´ Political and healthcare policy awareness´ Tolerance´ Commitment´ Able to coach/teach´ Cultural awareness and sensitivityMentorshipSolution for reducing turnover and better preparation for case management practice Definition of MentorshipA collaborative and reciprocal relationship between two individuals with goals for achievement and shared accountability for the relationship to be successful. The m ent or i s gu ide , exp ert, and r ole model who helps develop a new or less exp erien ced indi vidua l, k nown as the me ntee . 7 8 9 1

10/2/2019 S t e v e n Spielburg W h a t d o e s it take to be a mentor?Nurturing Personable Approachable Competent 1 2 3 4 M e nt o r s n eed t o r e m em b e r … . . W H AT I S L I K E T O B E FE A R O F T H E I N A N E W P O S I T I O N U N K N O W N U N CE R T A IN C O N F I D E N CE FE A R O F L A C K O F M A K ING A C O N T R O L M I S T A K E 1 0 1 1 1 2 1

10/2/2019 Su cc e ss f ul mentoring relationshi psBuil t o n t rust O pen to self -disclosure. Affirmation Willingness.Able to give appropriate feedback.Slide /13Provide affirmations´Be present´Hear and understand´Make eye contactDesired Qualities of a Case Manager Mentor´ Committed´ Follows the Standards of Practice´ Supports the organization´ Role model´ Resource´ Case management competency´ Constructive feedback´ Positive interactions´ Communication´ Life-long learner131415 1

10/2/2019 A M ent or is not…´A therapist´A parent´A counselor´An expert´An advisor´An Authoritarian´Critical´Disrespectful´Judgmental´ Rejectin g D e v e l o ping a Mentorship Program´Establish goals´Define the role´Outline for implementation´Training program´Application process ´Self-assessment´Evaluation tools´P & P´Recognition´Evaluation of effectiveness Development of Self-assessments and Applications #1Self Assessments #3 Mentee application 161718 1

10/2/2019 S e l f - AssessmentsInclude information about the individual’s background, interests, ho bbies, pr efe re nce s, aspi rations, and expectations from the programInclude information about the individual’s background, interests, hobbies, preferences, aspirations, and expectations from the programSelf-assessments are a useful tool in matching Mentor and Mentee Self-assessments are a useful tool in matching Mentor and Mentee Consider allowing the Mentee to chose their mentor based on the self-assessment Co ns ide r allo wing the Mentee to chose their mentor based on the self-assessment M e n t o r A pp l i c a t ion W h y d o y o u w a n t t o b e a m e n to r ? W h a t s k i ll s a n d c o m pe t e n c i e s d o y o u p oss e s s t h a t w o u l d b e v a l u ab l e t o s h a r e ? Li s t p o s i t i o n s h e l d W h a t a r e y o u r s t r o n g es t c o m p e t e n c i e s M e n t e e A pp l i c a t io n L i s t p o s i t i o n s h el d W h y d o y o u w an t t o w o r k w i t h a m e n t o r ? W ha t a r e y o u r s t r o n g e s t c o m p e t e nc ie s ? W h a t s kill s a n d c o m p e t e nc ie s w o u l d y o u lik e t o gr o w an d s t r e n g t h e n ? 1 9 2 0 2 1 1

10/2/2019 S t a r t ing the climb123546 D evel opme nt of me ntorship eval uation 1Fac writtCoe to fa en evmpetce and 3 Actions to achievealuations ence desired 4 Start date/end date25 Observed progress6 Define success“If I have seen fur ther it is b y st and ing on the sh oulders of giants”Isaac Newton M e n t or i n g M i l l e nn i al s ´ M a j o r it y o f t h e w o r k f o r c e ´ N ee d f o r inf o r m at i o n ´ Nee d f o r p u r p o se ´ Nee d f o r hon e s t y 2 2 2 3 2 4 1

10/2/2019 M u l t i generational WorkforceGENERAL STRATEGIES FOR WORKING WITH A MULTIGENERATIONAL WORKFORCE C o mm un i c a teCommunicate clearly and express impact of any changes.Provide•Provide feedback through coaching and mentoring.Foster•Foster the concept of community and value.Provide•Provide opportunities for learning, growth and professionaldevelopment.Provide•Provide flexibility and support for personal preferences.Promote•Promoteunderstanding of different ways p eo pl e e xpres s simil ar values. Bring•Bring awareness to the different gen erati onal mean ings fo r res pect . D e l e g a t e •Del ega te rol es a n d r es p o n s i b ili t i e s ba se d o n i n d i v i d u al s t r e ng t h s . R e v er s e m e nt o r i n g S en i o r l e ad e r m en t o r e d b y m en t e e i n cu rr en t tr en d s S en i o r l e ad e r o r m en t o r s u pp o rt s t h e m en t e e i n t ra n s i t i o n K ee p s y oun g e r a n d s en i o r s t a f f b e tt e r c onne c t e d E q u i t ab l e r e l a t i o n s h i p l e ad i n g t o gr o w t h 2 5 2 6 2 7 1

10/2/2019 F i n d i ng (and keeping) our Case Management Successors Strategic Thinking Skills´ Critical differentiator among ca ndidates ´ Mus t ha ve a solid unders tanding of healt hcare challenges, trends and business drivers´ A change in mindset from myopic focus to a broader health system perspective on the impact of initiativesStrategic Mindset is a Learnable SkillBut………….it takes practice in how to think through situations, develop strategic awareness and link strategic plans to frontline clinical work.28293010

10/2/2019 D E F ININ G STRATEGIC THINKING:IS IT JUST DESIGNING A PLAN OF ACTION? I t i s a way of thinking about the risk, profit and cost of decisions orSolutions.Strategic Decisions are made with anunderstanding of current daily functions andenvironment along with considering past, current, and future challenges. L oo k in g a t a p ro b l e mth rough the three step s of refra ming, reflec ting, and sys tems thinkin g. S t e p s t o E xpa nd y o u r S t ra t eg i c A w a r e n es s S p e n d S p e nd t i me w i t h l e ad e r s w ho ar e s t r o ng s t ra t e g i c t h i n k e r s a nd a sk t h e m h o w t h e y r e a c h t h e i r a ss e ssm e n t s. A s k A sk t o u g h q u e s t i o ns a nd b e c u r i o us i n d i s c uss i o ns. I n v i t e o pp o s i ng v i e w p o i n t s t o c h a ll e n g e y o ur o w n t h i n k i n g. B e B e m o r e r ef l ec t i v e i n a n a l y z i ng c h a n g i ng t r e n d s a nd a sk y o u r s e l f “ W h a t ’ s n o t w o r k i ng h e r e a n y m o r e , a nd w h a t d o w e n ee d t o d o ab o ut i t ? ” B e B e w illi ng t o c h a ll e n ge y our own assumptio ns. Keep an ope n mind about new infor mati on and avo id jum ping to q uick assump tions about what it may m ean. J u s t a s be i n g a s u cce ss f u l C a s e M a n a g e r , S tr a t e g i c I n i t i a t i v e S u cce s s U lt i m a t e l y D epe n d s u p o n A D VO C A C Y t h r u …………… . . P r o - a c t i v e C o mm u n i ca t i o n P r o - a c t i v e C o mm u n i ca t i o n T r u s t Bu i l d i ng F r e q u e nt E n g a g e m e n t T r u s t Bu i l d i ng F r e q u e nt E n g a g e m e n t 3 3 3 1 3 2 10

10/2/2019 3 4 C a s e m a n a g e m ent is neither linear nor a one-way exercise.35If we want to preserve the ethical eth os of ca se man agem ent, ca se manager mentors must know the ethical standards/scope of prac tice, whi ch t hey are hel d and compl y w ith th em. Ca s e Ma n a g e m e n t C o d e s o f E t h i cs ´ C M SA S t a n d a r d s o f P r ac t i c e ´ A N A C o d e o f Et h i c s f o r N u r s e C a s e M a n a g e r s ( A N CC ) ´ N A SW S t a n d a r d s f o r S o c i a l W o r k C a s e M a n a g e m e n t ´ P r o fe ss i o n a l C o n d u c t f o r C a s e M a n a g e r s ( CC M C ) 3 6 T h e a ssess m e n t res po n s i b il i t i e s w i l l o cc u r a t a l l po i n t s in t h e p r o ce ss . F a c i l i tat i o n , c oo r d i n at i o n a n d c o ll abo r at i o n w i l l o cc u r t h r o u g h o u t t h e c l i e n t ’ s h ea l t h c a r e e n c o u n t e r . 3 4 3 5 3 6 10

10/2/2019 C M SA S t andards of Practice37 EmpoweringEmpowering the client to problem- solve by exp loring o ptio ns o f c are, w hen a vailabl e, and alternati ve plans, when necessary, to achieve desired outcomes.EncouragingEncouraging the appropriate use of health care services and strives to improve quality of care and maintain cost effectiveness on a case-by-case basis.AssistingAssisting the client in the safe transitioning of care to the next most appropriate level.StrivingStriv ing to promote client self- advocacy and self- determination.AdvocatingAdvocating for both the client, employer and the payer to facilitate positive outcomes for the client, the health care team, and the pay er. A NA C o d e o f e t h i c s f o r N ur s e Ca s e M a n a g e r s T he nu r se c a se m a n a g e r i n a l l pr ofe ss i o n a l r e l a t i o nsh i p s, pra c t i c e w i t h co m pa ss i o n a nd i nh e r e nt d i g n i t y , w o r t h a nd un i q u e n e ss o f e v e r y i n d i v i d u a l , un r e s t r i c t e d b y co ns i d e ra t i o n o f s oc i a l o r eco n o m i c s t a t us, p e r s o n a l a tt r i b u t e s o r t he n a t u r e o f h e a l t h p r o b l em s. W h e n d e l e g a t i n g , t he N C M i s r e s p o ns i b l e fo r t he t a sk d e l e g a t e d t h e r efo r e t he o u t co me i s s t il l y o ur e t h i c a l r e s p o ns i b ili t y . 3 8 I n t e rd i s c i p li n ar y co ll ab o ra t i o n i m p e ra t i v e . A g oo d m e n t o r i s c o n s t a n tl y a w a r e a n d i m p r ov i n g h i s o r h e r s k i ll s , s o t h e m e n t e e m u s t l ea r n h o w t o a be tt e r m e n t ee . I f t h e t w o c o g s f i t s y m b i o t i ca ll y , i t ca n b l osso m i n t o a v a l u ab l e r e l a t i o n s h i p . 3 7 3 8 3 9 10

10/2/2019 A n d R e m e mb e r T ha t Yo Mentor Is a Volunteer´This person is taking time out of their life to help you develop skills that they are profoundly more equi pped fo r tha n yo u. 40 u rTake Responsibility for Your Own LearningRemember that you are be ing l ed t o t he water , y our men tor can ’t f orce yo u to dr ink . Remember th at y o u ar e be in g l e d t o t h e w a t er , y o u r me n t o r c a n ’ t f or c e y o u t o d r i n k . H e o r s h e h a s t h e po t e n t i a l t o eq u i p y o u w i t h a k n o w l e d g e t h e y po ss e ss , b u t o n l y i f y o u ar e w i ll in g t o t a k e re s p o n s i b il i t y a n d ab s o r b a l l t h e k n o w l e d g e y o u ca n . H e o r s h e h a s t h e po t e n t i a l t o eq u i p y o u w i t h a k n o w l e d g e t h e y po ss e ss , b u t o n l y i f y o u ar e w i ll in g t o t a k e re s p o n s i b il i t y a n d ab s o r b a l l t h e k n o w l e d g e y o u ca n . D e v e l o p T ru st P u t fa i t h i n t o a m e n t o r, the ir o nly goal is to impr ove the me nte e. Tr ust can open up a c r y s t a l - c l e ar c h a nn e l o f c o m m u n ic at i o n , o n l y e nh a n c i n g t h e r e l a t i o n s h i p. 4 1 4 2 10

10/2/2019 S p e c i alty training for mentorsCareer goaldevelopment Coaching/teachingConstructive feedbackRole-playingMotivational Int erview in g Techn ique s Dev elop trus tSet Realistic Expectations with Your MentorThe mentor is a guide, not a miracle worker; keep that in mind. They might be a jack of all trades, but they are a master of one. Cap i t a l i z e on the s kills they do ex ceed in, a nd app recia te t he su pport g iven . 44 B e F lex ible , Kee p a n O p e n M i nd , a n d Ha v e F u n B e c o n s t a n t l y a w ar e a n d t hin k i n g o n w a ys t o be tt e r y o u r s e l f i n t h e re l a t i o n s h i p a n d ma k e y o u r s e l f a s a v a i l a b l e a s p o ss i b l e . W hi l e t h er e i s s er i o u s w o r k in v o l v e d , d o n ' t f o r g e t t o h a v e f u n ; l a u g h w i t h y o u r me n t o r , b e ad v e n t u r o u s a n d d o n ' t t a k e t hing s s o s er i o u sl y a s t o g e t i n y o u r o w n w a y ! 4 3 4 5 10

10/2/2019 “ S ucce s s consists of going from failure to failure without loss of enthusiasm.”Prime Minister Winston Churchill A cce ss t o men tors80% of CEOs polled has given themhave stated they insider knowledgehave had mentors. and access to power.Mentoring has Data from anassisted them in Emerging Workforce having careers that Study showed thatare fast tracked 35% of employeesand forward moving, who don’t receive which they claim regular mentoringwould have been plan to look formuch harder or another job withinimpossible otherwise. 12 months.Having a great mentor is a key factor to improving employ ee en ga gemen t. Millenni als planning to stay with their employer for more than 5 y ears are t wice as like ly to have a men tor (68 %) t han no t ( 32%). 81% of the m ar e happ y w i t h t h e i r m e n t o r . A m o ng m il l e nni a ls p l a nn i ng t o l e a v e t h e i r e mp l o y e r w i t hin t w o y e ar s , o n l y 61 % w e r e h app y ab o u t t he m e n t o r t h e y r ece i v e d . 4 6 4 7 4 8 10

10/2/2019 T h e v ery real connection between high levels of engagement, better retention and better ROI makes millennials even more important. Millen ni als w ill be about 75% of t he workforce by 2025. If Your Company Culture Values Self-Starters Who Don’t Need “Hand-Holding,” Think AgainThe cream of the crop do tend to arrive fully loaded with motivation and ambition.But that fresh momentum quickly flags when faced with usual challenges: PersonalitiesSkil l devel opme nt Mana gemen t stru cture s Culture cl ashes50The Aberdeen Group reported that 66 pe rcent of c ompani es wit h on board ing prog rams clai med a hig her rate of su ccessf ul a ssim i l a t i o n o f n e w h i r e s i n t o c o mpa ny c u l t ur e , 6 2 p e r ce nt h a d h i g h e r t i m e - t o - p r o d u c t i v i t y ra t i o s , a nd 5 4 p e r ce nt r e p o r t e d h i g h e r e m p l o y e e e n g a ge m e n t . 4 9 5 1 10

10/2/2019 A m e n toring program guides employees over t he hurdl es and h elp s th em a chieve i n a way that’s aligned with the company’s mission as well as their own.52How do you keep your passion for Case Management when our patients, their families, bosses, physicians, employers, adjusters, etc, etc, etc….can drain the passion completely out of you?53“The pessimist may be right in the long run, but the optimist has a better time during the trip.”Anonymous54535410

10/2/2019 R efe r e n ces´ Bruce, Mary and Bridgeland, John (2014) The Mentoring Effect: Young People’s Perspectives on the Outcomes and Availability of Mneto ring. W a sh ing ton, D.C .: Civic En terprises with Hart Research Associates for MENTOR: The National Mentoring Partnership. www.civicenterprises.net/Education´ Eack, S. e. (2013, July 8). Case Managers' Perspectives on What they Need to Do Their Job. Retrieved from US National LIbrary of Medicine National Institutes of Health: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3703914/´ Frost, M. R., & Nickolai, M. R. (2013, April). From our Readers: How mentorship affects retention rate of new nurses. Retrieved from American Nurse Today: http s: //www .amer icann urs etoday.com/from -our-readers-how-mentorship-affects-retention - rat es- of-n ew-nu rses / ´ Hna tiu k, C. N. ( 2013, MAR CH 30). Me nto rin g N urs es Towar d S u cce ss . R e t r i e v e d f ro m Mi n or i t y N u r s e : h tt p : //m i n or i t ynu r s e . com/me n t or i n g - nu r s e s - t o w a r d - s u cce ss / ´ R W JF . ( 2013 , J anua r y 10 ) . M e n t or i n g : A Boo n t o N u r s e s , t h e N u r s i n g P ro f e ss i o n , an d P a t i e n t s T oo . R e t r i e v e d f ro m R o b er t W oo d J o hn s o n F o unda t i o n : h tt p s : // www . r w j f . or g /e n / li b r a r y / a r t i c l e s - a n d - n e w s / 2013 / 01 /me n t or i n g -- a - b oo n - to - n u r s e s -- t h e - n u r s i n g - p r o f e ss i o n -- and - pa t i e n t . h t m l ´ T u ttl e, K . ( n . d . ) . M e n t o r Or i e n t a t i o n T r a i n i n g . R e t r i e v e d f ro m W a s h i n g t o n C a m pu s C om pa ct: htt p:// www.w aca mpu scom pact .org /rete nti o np ro j ec t /mem b er s / t r a i n i n g m an u a l s / M e n t or % 20 Or i e n t a t i o n % 20 T r a i n i n g % 20 M a n ua l% 20v . pd f ´ W eek l y , C . M. ( 2012 , N o v em b e r 7 ) . M e n t o r M o m e n t : S k ills o f t h e Eff ec t i v e C a s e M ana g er . R e t r i e v e d f ro m H CP r o : h tt p : // www . h c p ro . com/ C A S - 285843 - 2278 / M e n t or - m o me n t - S k ill s - o f - t h e - e ff ec ti v e - c a s e - m ana g er . h t m l ´ Z i mmerm an , K . ( 2016 , J u ly 18 ) . M o d er n M e n t or i n g f o r Mill e nn i a l s . R e t r i e v e d f ro m F or b e s : h tt p s : // www . f or b e s . com/ s i t e s /k ay t i e zi mmerm an / 2016 / 07 / 18 /mo d er n - me n t or i n g - i s - t h e - ke y - to - r e t a i n i n g - m ill e nn i a l s R efe r e n ce s ´ B o w m a n NA . 4 w a y s t o i m p r o v e y o u r s t r a t e gi c thin k in g s k ill s. Ha r v a r d B u s in e ss R e v i e w . D ece m b e r 27 , 2016 . h b r . o r g / 2016 / 12 / 4 / w a y s - t o - i m p r o v e - y o u r - s t r at e g i c - thin k ing - s k ills ´ G r oss R . T h e lin k s b e t w ee n inn o v a ti v e b e h a v i or a n d s t r a t e gi c thin k ing . C o nt e m p M a n a ge R e s . 2017,13 ( 4 ) ;239 - 5 4 ´ htt p s : // w w w . c m s a t o da y. c o m / 2016 / 04 / 04 / a - c ha ll e n g e - f o r - c a se - m a n a g er s - e ng a ging - w ith - t h e - multig e n e r a ti on a l - w o rk f o r ce / ´ htt p s : // ww w . p s y c h o l o gi c a l s c i e n ce . o r g / o b s e r v e r / h o w - t o - b e - a - g oo d - m e nt ee . ´ htt p : // ww w .th e a m e r i c a nnu r s e . o r g / 2013 / 09 / 03 / b e tt e r - p r e pa r e d - w o rk f o r ce - b e tt e r - r e t e nti o n / ´ htt p s : // ww w . m a n a g e m e nt - m e nt o r s . c o m / ab o ut / c o r p o r a t e - m e nt o r ing - m a tt e r s - b l o g / b i d / 10 2 4 0 3 / S t a ti s ti c s - W hy - h a v ing - a - m e nt or - i s - i m p or tant - f o r - y o u - and - f o r - y o u r - co m pany ´ ww w . s h r m . o r g / R e so u r ce s An d T oo l s / h r - t o p i c s / ta l e nt - a c qu isi t io n / P a g e s / Onb o a r d i ng - K e y - R e t a ining - Engaging - T al e n t.a s px ´ htt p s : // ww w . f o r b e s . c o m / s it e s / m e gh a n b i r o / 2017 / 01 / 27 / m a k e - 2017 - t h e - y e a r - t o - g e t - s e r i o u s - ab o ut - m e nt o r i n g / # 1 e 04621ab c e a Q u es t i o n s ? T h a nk yo u ! 5 5 5 6 5 7 10