The document discusses best practices in leadership and business. It defines best practices as accepted or prescribed professional procedures that are proven to be most effective. Implementing best practices allows organizations to benefit from others' experiences and make quick performance improvements. However, successfully adopting best practices requires overcoming barriers through consistent effort and learning from failures. The key is to identify barriers, commit resources, provide feedback, and evaluate changes over time.

1. Leadership
Through
Business Best
Practices
Bobby D. Scott, MPA
PI & Compliance Administrator

2. Best Practices…Questions to be answered today?
• Who?
• What?
• When?
• Where?
• Why?
• HOW???

3. Who…Best Practices: Why are you here????
• Lewis Carroll…"If you don't know where you are going, any road will get
you there.“
• George S. Patton…” We herd sheep, we drive cattle, we lead people.
Lead me, follow me, or get out of my way.”
• Aristotle…”Nature abhors a vacuum.”
• King Solomon…”Where there is no vision, the people perish:”
• Ric (The Nature Boy) Flair…"To be the (best), you have to beat the (best)."

4. Who…Best Practices: Why am I here?
• 26+Years of Healthcare Experience
• 46 States (Alaska, South Dakota,Vermont, Oregon…Bucket List)
• 10± Countries…my first was Cuba in 1993
• Over 300 different companies from 30 to 3000 not including CCS
• …….So what???
• You come to realize that every company has at least a few really
good ideas or it wouldn’t be in business

5. What…Best Practices: Definition & Examples
Definitions
• Commercial or professional
procedures that are accepted or
prescribed as being correct or
most effective.
• A standard by which to measure
yourself and your business
Examples
• Clinical Practice Guidelines...Chronic
Diseases
• Care Bundles...Central Line,Ventilator,
etc.
• Evidenced-Based Decision Making
• Data-Driven Decision Making
• Customer/Criterion Driven Decision
Making
• Benchmarking

6. What…Best Practice: Clinical Practice Guideline
Definition
• The IOM (2011) defined clinical
practice guidelines as "statements
that include recommendations
intended to optimize patient care
that are informed by a systematic
review of evidence and an
assessment of the benefits and
harms of alternative care options.“
• There are differing levels…A, B, or C
Examples
• Cardiovascular
• COPD
• Diabetes
• Hypertension
• Asthma
• Backpain

7. What…Best Practice: Care Bundles
Definition:
• According to the IHI a Care Bundle is “a
structured way of improving the
processes of care and patient
outcomes: a small, straightforward set
of evidence-based practices — generally
three to five — that, when performed
collectively and reliably, have been
proven to improve patient outcomes.”
• Focus is generally on error reduction
and usually involves a short checklist of
mission-critical items.
Examples:
• Preventing Central Line-Associated
Bloodstream Infection
• Prevent Obstetrical Adverse Events
• PreventVentilator-Associated
Pneumonia
• Sepsis Bundles

8. What…Best Practices: Data-Driven Decision Making
Definition:
• Data-driven decision management
(DDDM) is an approach to business
governance that values
decisions that can be backed up
with verifiable data.
• The success of the data-
driven approach is reliant upon the
quality of the data gathered and the
effectiveness of its analysis and
interpretation.
Examples:
• Finance/Budgeting
• Thresholds
• Triggers
• Targets
• ParValues

9. What…Best Practices: Customer/Criterion Driven Decision Making
Definition:
• An approach to business practices or job
functions driven solely by customer or a
predetermined criterion preference.
• Since this is going to be
institutionalized, it is preferable to get
the criterion in writing either within the
contract or at least in a memo so that
everyone has a reference.
Examples:
• Billing
• DecisionTrees…If this, then that
• MANDT/BEST
• Most Policies and Procedures

10. What…Best Practices: Benchmarking
Definition:
• The process of comparing one's
business processes and performance
metrics to industry bests and best
practices from other companies.
• It introduces an element of
competition and comparison to the
peer where previously there may not
have been.

11. When….Best Practices…When should you start?
• Think back on what you learned
– Seven Habits of Highly Effective
Leaders
– First Break all the Rules
– From Good to Great
– Maslow’s Hierarchy of Needs
– Lean/Six Sigma
– Deming…Leadership
– IHI/IOM…SystemsTheory

12. When…Best Practices: When does it need to occur?
• Bobby’s First Law of
Organizational Motion…blatantly
plagiarized from Newton’s First
Law of Motion/Inertia
An organization at rest tends to stay at
rest and an organization in motion
tends to stay in motion
In short, installing Best Practices is
about not just the practices themselves
but building an inertia and culture of
change within the organization.

13. When…Best Practices…Mission/Vision
CRCC’s Mission is to…
Partner with GovernmentalAgencies
to provide exceptional Medical,
Mental Health, & Spiritual Care in a
Detention Healthcare Facility.
CRCC’sVision is to be the…
Exclusive provider of specialized
medical & mental health services to a
complex patient population that
results in meaningful recovery.

14. Where…Best Practices…Where should they be
implemented?Two theories…which is right???
Strengthen a weakness…
Compliance Model
Build upon your strengths…
Hedgehog Model

15. Where…Best Practice…Apply the Pareto (80/20)Rule!
Spend 20% on Compliance
Activities (Maintenance)
Some things simply can’t be avoided
either because of law, regulation,
accreditation standards, contractual
obligations, ethical standards, etc. So
buck up and do the things that you
must, it is called discipline for a
reason.
FOCUSTHE REMAINING 80%
Spend most of your time on the stuff
that you are really good at and
probably enjoy the most. Fine tuning
and performance Improvement on
your core technologies and what you
can be “World Class” will gain you
more inertia/momentum in the long
run and will energize you and the
company.

16. Why…Best Practices…Mission/Vision
CRCC’s Mission is to…
Partner with GovernmentalAgencies
to provide exceptional Medical,
Mental Health, & Spiritual Care in a
Detention Healthcare Facility.
CRCC’sVision is to be the…
Exclusive provider of specialized
medical & mental health services to a
complex patient population that
results in meaningful recovery.

17. Why….Best Practices…You need to have a sense of urgency
Back full circle…
• Complacency is the Friction that
works against any momentum that
you build.
• Knowing the Who,What,When, &
Where makes it easier to focus on
the Why on a day to day.
• Everybody has a plan…until they get
hit…George Foreman et al….

18. Why…Best Practices…Because its what drives you…
PERSEVERANCE
• Sometimes you are the only one
keeping the wheel turning…
• Leadership sometimes looks like this
picture…i.e. 1st Triathetes
• BUT…never forget Pareto…

19. HOW…Best Practices…Getting From Point A to B
• This is the BIGGEST challenge
for leaders…
• SELDOM if ever involves so
called “COMMON SENSE”
• Can rarely be accomplished by
just sending out a memo,
publishing a policy, or doing a
training.
• Has spawned the area of
Project Management as a
profession…

20. How…Best Practices…Problems/Barriers
• Remember that CultureTrumps Strategy!
• It will take a LOT of work to overcome a complacent culture once it
becomes entrenched.
• Bobby’s Second Law:You can teach an old dog new tricks, but it is
nearly impossible for them to unlearn the old ones!
• Bobby’sThird Law (Again significantly plagiarized from Newton):
For every change action there is an equal and opposite
dysfunctional reaction to that change…Flavor of the Month Fatigue

21. How…Best Practices…Getting From A to B…Step by Step
• Pick the most evidence-based/strongest decision you can
• Identify the scope of the change
• Identify barriers (including complacency) to the change
• Commit resources (including staff) to monitor and reinforce the change
• Measure (if possible) and provide routine feedback to staff
• Evaluate after a predetermined period…

22. How…Best Practices…Getting From A to B…Pitfalls
• Treating a symptom, not a cause
• Wrong scope, bite off too much, or too little
• No contingency planning…assumption
• Insufficient resources or no resources allocated to endeavor…just
send the memo and expect that it will magically happen
• Bobby’s Fourth Law: If you don’t measure it, it does not matter…
• Failure to Evaluate is a failure to learn from your mistakes and that
is valuable institutional wisdom that you will never be able to get
back…Opportunity Cost (near misses, change cycles, etc.)

23. SUMMARY…Best Practices
• Implementing Best Practices is a no-brainer because you are
benefiting from other’s work/mistakes
• It allows you to make Quantum leaps in performance over much
shorter time frames than you would otherwise on your own
• It introduces a competitive nature to the process which can be
good for the company
• However, it does require a consistent pace that the organization’s
infrastructure can handle
• Identifying and overcoming barriers is the key to success.
• Always, Always, Always learn from failure.

24. CONCLUSION…Best Practices…Thomas Edison
• “Opportunity is missed by most
people because it is dressed in
overalls and looks like work.”
Thomas Edison
• Tested/theorized at least 300o
different versions of the
incandescent lightbulb.
• Almost 10,000 tests on storage
batteries.
• BTW…Tesla was his rival…