Category: Blog

Healthcare isn’t just about doctors and clinics—it’s about how technology can make the experience smoother for patients. We talked about why putting patients first is the key to better healthcare experiences and why decentralized centralized scheduling works. Now let’s look at the tools that are changing the game in this next installment on “Transforming Patient Experience in Healthcare”.

Refresher: Must-Have Tech (The Basics)

Online Scheduling: The best systems schedule up to 70% of appointments online. It’s like booking a dinner reservation—no phone required.  If this is an area that is new to you there are plenty of other articles that can provide you with an overview

Apps and Websites: All EMR platforms let patients find you and book easily. Bonus points if they don’t need to log in just to check availability. This is a mature business offering with lots of good options regardless of your size.

Interactive Voice Assistants (IVA): This is currently the most exciting area in patient access.  Up until about 8 months ago, we were relegated to robotic, script-based tools of ever increasing frustration for our patients.  Those days are now behind us.  There are currently multiple options that can provide you and your patients with human sounding AI that can talk, understand, and schedule perfectly every time.  This tech is able to answer up to 70% of all scheduling, cancelation and rescheduling requests with development underway for billing, RX refills and many other interactions.  In addition to being easy to understand and conversational, it doesn’t make mistakes, answers 24/7, doesn’t quit, doesn’t take vacation, doesn’t get frustrated with patients, and never calls in sick. Like the other tech, there is an IVA to fit every size of operation.  It also allows you to bring the rest of your scheduling back on shore and into your clinics.  

Smart Fixes

Ever called a helpline and couldn’t understand the agent because they were offshore and your first thought was “this call is going to take forever”? In the last year, an accent neutralization software has launched that smooths out the offshore accent so that it sounds like the speaker has been in the US for years. This allows you to continue with the low cost of offshore but without the frustration that comes with it. Let us know if you’d like to hear it and we can connect you with them for a demonstration.

Why It’s a Win

When you maximize the use of current technology with a good in-clinic scheduling model you can improve your patient satisfaction without adding on-shore costs. Even if this doesn’t sound like something you want to do right away, if you aren’t using accent neutralization software and planning to roll out a new voice IVA solution, you should be doing both because you can take advantage of significant improvements and savings today. In the next article, we’ll reveal the secret weapon for patient support.

Last time, we introduced the decentralized centralized model to put patients first in our series “Transforming Patient Experience in Healthcare“. Today, let’s unpack how it actually works and why it’s such a big deal for healthcare.

Healthcare centralized call centers because schedulers in the clinics were inefficient and sometimes ineffective.  They were often pulled away to help in-office patients or look up records, leaving patients on the phones irritated and listening to hold music.  On the flip side, while clinic staff are engaged in phone scheduling, in-office patient experience suffers.  These conflicting priorities lead to frustration on all sides and a more expensive, yet poor overall experience.  

After the big push for centralized scheduling happened 10 years ago, both patients and doctors have been left concerned with lack of connection.  With a little work, these frustrations can be left in the past.  COVID-19 brought with it a mass transition to work-from-home (WFH) for call center work. Tools and processes were perfected.  In addition, AI voice solutions have matured in the last 8 months to the point where it can accurately handle up to 70% of frontline scheduling calls.  We can take these best practice processes and tools to build a model that retains the cost savings of a central, US-based call center and put the agents back in clinics to handle the more challenging scheduling requests.  

What’s the Idea?

The idea is simple – move your operation from a central location back into individual clinics by leveraging the WFH model and technology platforms.  This model puts scheduling teams inside clinics (decentralized) but manages them with centralized technology that you likely already own.  You just need to configure the clinic specific groups and a call handling overflow model within that technology. Think of it like a work-from-home call center, except the “home” is the clinic. Hire local schedulers who can build relationships with doctors and patients, while your current tech keeps everything efficient behind the scenes.

How It Comes Together

In-Clinic Schedulers: These folks handle inbound calls, wait lists, rescheduling, outbound reminders, and schedule management. They know the doctor’s preferences inside out.  They can also work real time to squeeze in and fill same day appointments. Their personal relationship with the doctor ensures smooth interactions between the patients and the doctors.  Calls that come in outside of clinic hours can be handled by US based WFH agents/nurses that have connections to the community.

Centralized Tech: If you have a centralized call center, you likely already have most of the technology that can support this model.  You will likely need to change your skillset groups and ensure you have overflow coverage in other local clinics for when any of your staff are out of office, but any standard call center platform should work here.  Now if you haven’t updated your call center in 20 years, please contact us!  We are happy to talk with you to share all the amazing improvements that have happened in this space for you, your staff, and patients.  There are now affordable call center platforms for all sizes of clinics.

Training Made Easy: Centralized call centers come with some big advantages over clinic-only scheduling.  One of those big advantages is training. New hires get trained centrally—online or in-person—before heading to clinics, so busy staff aren’t stuck playing teacher and new employees aren’t left to fend for themselves in the clinic.

The Payoff

Patients get a personal touch by talking to someone who is local, knows them, knows their doctor, and has a personal interest in them. Doctors maintain some control over their schedules, which boosts their morale and retention. And organizations save money by streamlining operations. One clinic saw a 25% drop in scheduling errors after switching to this model, patient satisfaction rose 8%, and provider schedule utilization rose 5%, as providers no longer purposefully blocked out time to make up for errors made in the contact center.

Next Up

Technology is the backbone of this approach. In our next piece, we’ll explore how thoughtful use of AI will empower you in ways that up until now have not been possible.

Picture this: You’re feeling under the weather and need to see your doctor. You call the office, wait on hold forever with an off-shore call center, and finally learn the next appointment is weeks away. Frustrating, right? For too many people, this is what healthcare feels like—a system built around the needs of the organization, not the patients. But what if we flipped that around and focused on the patient?

The Problem with Today’s Systems

Most healthcare setups prioritize what’s easiest for the company—centralized call centers or clunky websites that demand endless logins. Patients are left struggling to book appointments. They can never get their questions answered by their local clinic. Meanwhile, doctors are buried under an ever increasing load of patient messages because their centralized scheduling system isn’t set up to act for them and a vicious spiraling cycle is created. 

After a while, no matter how much we love our doctors, when it’s hard to connect with them, most of us give up and go elsewhere.

A Patient-First Approach

The secret to fixing this? Focus on the patient first, then the doctor. Focusing on these two groups will ensure greater success for the entire organization.

That means making it painless for people to find you, contact you, and schedule appointments. It doesn’t have to be perfect—just good enough to keep patients coming back.

Enter the Decentralized Centralized Model

One smart solution is a hybrid approach or a decentralized centralized model. It places scheduling teams right in the clinics to keep things personal, while using centrally administered technology to keep everything running smoothly. It’s the best of both worlds: a friendly, familiar voice for patients and cost-effective efficiency for the organization.

Why It Matters

When patients can easily book appointments and doctors have schedules that work for them, everyone wins. In this blog series “Transforming Patient Experience in Healthcare”, we’ll cover how and why a hybrid approach works, technology tools that enable the model, how nurse lines fit in, financial upsides, overcoming challenges, and where patient experience is headed in the future. In our next article, we’ll dive into how this model works and why it’s a game-changer.

I fangirled when I experienced design thinking for the first time with IDEO. I mean, I really fangirled in a way I never have when encountering celebrities. I first had my eyes opened by IDEO in a video shared in business school…the infamous shopping cart video. A few years later, I had the incredible opportunity to work with and learn from IDEO. I soaked up design thinking like a sponge. The most fundamental lessons I learned came before any innovation even started.

One of the key components that differentiate Design Thinking from traditional problem solving approaches is the art of framing challenges. Instead of starting with a rigid problem statement, Design Thinking encourages us to phrase challenges using the open-ended and optimistic “How Might We” format. This small linguistic shift plays a pivotal role in shaping the mindset of problem solvers and kickstarts innovation that delivers creative, collaborative, and user-centered solutions. Each of these seemingly three simple words have been selected for specific purposes. Let’s break them down.

How
The “How” part of the question encourages a mindset of exploration and curiosity. It assumes that the problem can be solved in at least one, if not multiple ways. It focuses on the act of solving the problem already through action.

Might
The “Might” part of the question is when ideation becomes a natural extension of the problem solving process. It creates a fertile ground for brainstorming sessions where teams can freely generate and explore a multitude of ideas without feeling constrained by predefined problem boundaries. Instead of should or would or will which implies there’s only one right answer, using “might” shifts the focus from constraints and limitations to possibilities and opportunities. This open-ended approach stimulates creative thinking and allows for a broader exploration of potential solutions.

We
The “We” part of the question is inherently positive and inclusive, fostering a collaborative atmosphere. It implies that the challenge is a shared responsibility, inviting input from diverse perspectives. This inclusivity enhances team collaboration and generates a sense of ownership among team members.

Next time you’re in a meeting or even just trying to work through a problem on your own, try phrasing the problem in the form of a “How might we…” question and you’ll be amazed at how quickly the creative juices start flowing.

If you’re interested in learning more about Design Thinking or hosting a highly interactive, fun, and effective session for your team, please reach out to Julie Lee (julie@leedanconsulting.com) for more information.

For as long as I can remember, I have never wanted to start my own company. Having spent my childhood in a small family-owned business, I craved the stability and perceived freedom I associated with the corporate world. As I progressed in my career, I began to recognize that the perception I had of the corporate world wasn’t fully accurate or fair. I kept seeking out the perfect trifecta for me – a company that was purpose-led with strong values, an executive team whose actions and words aligned with those values, and a role that was challenging for me where I could continue to learn and grow. Every time I thought I had found it, something happened that showed me I hadn’t yet. I was growing more and more disillusioned.

Then, a new friend that I met over a networking breakfast asked me, “why haven’t you started your own business?” I answered with my usual response of “I’m a single mom with 3 kids and I don’t really want to take the risk.” As I was driving home from that meeting, I had a moment of clarity. I realized everything I had told her was an excuse. One that really didn’t hold water anymore. That was on a Friday. By the following Tuesday, Leedan Consulting LLC was established. Now that Leedan is a year old, it is a good time to pause, reflect, and set an intention for the future.

Get Ready for a Crazy Hat Collection
When I joined a company as an employee, I had access to all sorts of resources. Need a Microsoft Word or PowerPoint template? Go to the company intranet or ask the marketing department. Have an issue with my paycheck? Talk to HR or accounting. Need more pens and paper? Swing by the office supply room.

When I started my own business, I pretty much had nothing. Everything had to be created or procured. I was the CEO, CFO, CMO, CRO, COO, CTO, general counsel, graphic designer, webmaster, copywriter, scheduler, custodian, accountant, travel agent, sales team, and more. I had to draw on all of my experiences and skill sets, some of which hadn’t been used in decades. I had to decide which functions I wanted to handle myself and which ones should be outsourced to specialists. I had to wear so many hats on any given day that my head was constantly spinning.

Emotional Roller Coaster
Starting my own business reminded me a lot of being a new mother. I could start the day on the highest high and end on the lowest low and vice versa. I had moments of self-doubt and wondering what the hell I got myself into. I would vacillate from wanting to jump back into the relative safety and familiarity of being a corporate employee to never wanting to work for someone else again. Some days I even contemplated what it would be like to become a hermit and live off the land (although that thought never lasts long given I’m an extrovert who hates insects and has a black thumb).

The bottom line is that I didn’t anticipate the magnitude of the emotional roller coaster that starting my own business and being accountable only to myself would bring. I also realized I didn’t have to do it alone. There were many people willing and able to help along the way. Leaning on trusted advisors, practicing self-care, and having a supportive domestic partner helped me navigate these ups and downs. I learned to give myself grace and to celebrate the little wins, even if it was just managing to figure out WordPress enough to publish a small change to the website.

Getting Over My Hangups
As a sole proprietor, I am responsible and accountable for building my sales pipeline and executing on contracts. Even when I leverage independent contractors, I am still on the hook. I have always had an aversion to business development and sales because it felt slimy and inauthentic to me. Obviously this aversion is a major roadblock when starting a new business. I have had to consciously change my mindset into looking at networking as reconnecting with old friends and colleagues or meeting new potential friends to share knowledge and solve problems together. If an engagement or referral comes of it, great! If not, it’s still great because I got to fill my bucket with human connection and interesting discussions.

Gratitude and Manifestations Matter
I believe strongly in the law of attraction. I create annual vision boards and practice gratitude regularly. When I start feeling overwhelmed or downtrodden, I recenter myself by expressing gratitude for what I do have. I focus on the process of building the business – writing content, reaching out to people – rather than on the outcome of revenue. And you know what? That authentic positive energy comes back in spades. I have had wonderful referral business from friends and colleagues I respect. I’ve been able to connect people who may have never met otherwise. I have been able to give back to my local community of women leaders and developed strong friendships as a result. I am manifesting my future one day at a time and I’m excited to see what’s to come.

The Future is Bright
Starting a business was exhilarating! I wanted a role that was challenging. Being a business owner is certainly that! As Leedan Consulting grows and adds full time employees, I intend to leverage my personal values into creating a culture of radical transparency and integrity where every person can bring their whole, authentic selves to work every day solving problems for clients that help make this world a better place. I want to show my kids that they have the power to change their own lives by challenging their perceptions and limitations. I aim to build lasting relationships that are mutually uplifting, especially in ways that support other women and minorities. I am creating the trifecta I’ve been searching for my whole career and making it accessible to others who seek the same. Most importantly, I am eternally grateful for the multitude of people who have, and continue to, believe in me and support me on this journey.

As we progress in our careers, it’s natural to feel a sense of accomplishment and pride in our achievements. However, it’s important to remember that we are not infallible, and there may come a time when we need to swallow a humble pill.

I remember vividly the time when I had to swallow a big, fat humble pill. I was an individual contributor at a global company having a great time doing a great job. Then within a short time, I found myself leading a team of senior leaders. I thought I was ready for it. Boy, was I wrong. It was the toughest stretch of time in my career. I couldn’t seem to do anything right and my confidence took a huge blow.

So what does it mean to swallow a humble pill?
Swallowing a humble pill means acknowledging that we don’t know everything and that there is always more to learn. It means accepting feedback, admitting when we are wrong, and being willing to learn from our mistakes.

Why is it important to swallow a humble pill at least once in your career?

It helps you grow
Swallowing a humble pill can be a very uncomfortable experience, but it can also be an opportunity for growth. When we accept feedback and learn from our mistakes, we become better at our jobs and more well-rounded individuals.

It builds trust and credibility
When we admit that we don’t know everything and are willing to learn, we build trust and credibility with our colleagues and clients. They are more likely to see us as approachable and reliable, and more willing to work with us.

It promotes a culture of learning
By swallowing a humble pill, we set an example for others in our workplace. We show that it’s okay to make mistakes and that learning is a lifelong process. This can create a culture of learning and growth within the workplace.

It can prevent costly mistakes
When we refuse to admit that we are wrong or don’t know something, we run the risk of making costly mistakes. Swallowing a humble pill can help us catch mistakes before they become major issues, saving time and money in the long run.

How can you swallow a humble pill?

Listen to feedback: When someone gives you feedback, take the time to listen to it and consider it. Don’t immediately dismiss it or become defensive.

Admit when you are wrong: When you make a mistake, admit it. Don’t try to cover it up or blame someone else.

Ask for help: If you don’t know something, ask for help. Don’t pretend that you do and risk making a mistake.

Learn from your mistakes: When you make a mistake, take the time to reflect on it and learn from it. Use it as an opportunity to grow and improve.

I finally had to admit I needed help and was fortunate enough to be provided with an executive coach who helped me see my blind spots and transition from an individual contributor mindset to a leadership mindset. This humbling experience ultimately helped me become a better leader, colleague, and even a better parent. Swallowing a humble pill can be a difficult but important experience in your career. By acknowledging that we don’t know everything and being willing to learn and grow, we can build trust and credibility, promote a culture of learning, and prevent costly mistakes. In the end, it shows that we’re all human.

Disagreements are a natural part of life, and they can occur in any setting, from personal relationships to professional environments. While it can be tempting to avoid disagreements altogether, learning how to get comfortable with them can be incredibly beneficial. Here are some tips on how to get comfortable with disagreement.

Embrace diversity of thought
One of the most important things to keep in mind when it comes to disagreements is that everyone has different experiences and perspectives. Embracing this diversity of thought can help you approach disagreements with an open mind and a willingness to learn. Instead of viewing disagreement as a negative, see it as an opportunity to gain new insights and perspectives.

Focus on the issue, not the person
Disagreements can quickly become personal, which can make them much more difficult to navigate. When you find yourself in a disagreement, try to focus on the issue at hand rather than the person you are disagreeing with. This can help you keep the conversation constructive and avoid getting sidetracked by personal attacks.

Practice active listening
One of the best ways to get comfortable with disagreement is to practice active listening. This means truly hearing what the other person is saying and trying to understand their perspective. When you actively listen, you show the other person that you value their opinion, even if you don’t agree with it. It also helps to foster a collaborative environment where both of you contribute to a better solution than either of you could have thought of on your own.

Don’t be afraid to ask questions
If you don’t understand why someone holds a certain opinion, don’t be afraid to ask questions. This can help you gain a better understanding of their perspective, and it can also help the other person clarify their thoughts and reasoning. This is very much about seeking first to understand, then be understood.

Stay calm and respectful
Disagreements can be emotional, but it’s important to stay calm and respectful throughout the conversation. Avoid using aggressive or confrontational language, and try to keep your tone neutral. This can help you maintain a productive conversation and find common ground.

Look for common ground
Even if you disagree with someone, there may still be areas of common ground that you can build on. Look for areas of agreement and try to build on those, rather than focusing solely on the areas where you disagree.

Learning how to get comfortable with disagreement can be challenging, but it’s an important skill to develop. By embracing diversity of thought, focusing on the issue, practicing active listening, asking questions, staying calm and respectful, and looking for common ground, you can navigate disagreements in a constructive and productive way. Who knows? You may even begin to relish disagreements as the learning opportunities they are.

Human beings are wired to solve problems. We approach every challenge with a desire to fix it, to make it go away, to find a resolution. However, not all problems are created equal, and not all solutions are the right ones. In order to find the right solution, we need to ask the right questions. In this blog post, we’ll explore the importance of asking the right questions to fix the right problem.

Obsess About the Problem
We have a tendency to jump right to fixing something. However, the first step in finding the right solution is not to focus on the answer. Rather, become obsessed with the problem. This requires asking the right questions to gain a deep understanding of what the problem is to get to the root cause, including:

• What exactly is the problem?
• When is the problem occurring?
• Where is the problem occurring? Is it localized? Across the entire organization?
• How do we know it’s a problem? What is the number of incidents, occurrences, frequencies in real numbers, not percentages?
• Magnitude of the problem? Can this cost/impact be quantified in dollars?
• Why is this a problem? Why does it matter?
• Who does this problem affect directly? Indirectly?

Asking the right questions helps to clarify the scope and severity of the problem, which in turn helps to identify the most appropriate solution. Writing a strong problem statement helps to rally everyone around it so they know what problem they’re solving, why it’s a problem, who it affects, how big of a problem it is, and what a successful outcome would look like.

Focus on the Data
Oftentimes, companies will spend millions of dollars on a solution without clear understanding or measurements on whether that solution was effective. A large part of obsessing about the problem and asking the right questions is about getting to the right data around the problem. Baselining the data and measuring on a regular frequency as a solution is implemented enables a company to make adjustments more quickly and reduce wasted effort if the desired outcomes are not achieved in the expected timeframes.

Avoid Assumptions
Assumptions can be dangerous when it comes to problem solving. We often make assumptions about what the problem is, what caused it, and what the solution should be. Asking the right questions and focusing on data helps to avoid jumping to conclusions and instead encourages a more objective, evidence-based approach to problem-solving.

Encourage Collaboration
Asking the right questions encourages collaboration between team members and expands diversity in thought. When we ask questions, we invite others to share their knowledge and expertise, which usually leads to more creative and effective solutions. Don’t just ask the usual or obvious people either. Seek out those that may be affected by this problem both upstream and downstream in the process, especially those with firsthand knowledge on the front lines. This collaborative approach also helps to build trust and improve communication among team members, leading to a more positive and inclusive work culture.

Ultimately, asking the right questions is essential to achieving desired outcomes. By obsessing about the problem, focusing on the data, identifying the root cause, avoiding assumptions, and encouraging collaboration, you can ensure that you are addressing the right problem (not symptoms) and clearly understand which solution(s) would be most effective. So next time you are faced with a problem, take the time to ask the right questions up front, and you’ll be well on your way to finding the right answer.

One of the difficult transitions in one’s career progression is becoming a leader of other leaders. This usually takes place when you move up in an organization from a team leader who leads team members (task oriented performers), to an operations leader who leads/mentors team leaders who lead team members. I list them in the following way, because new leaders often think they need to make perfect decisions, act perfectly and second guess themselves; and that approach will only backfire. Here are a few key points to get you started on being a leader of leaders as well a reminder for those already in a leadership role for awhile.

Allow for Mistakes
Firstly, it is crucial to allow for mistakes. Leaders, like everyone else, are prone to making errors, and some of those mistakes may be costly. While certain mistakes may be too significant to overlook, it is important to give your leaders the freedom to make mistakes within the scope of their responsibilities. I vividly recall a time when I, as a new account manager, made a $10,000 mistake, which accounted for 10% of the monthly revenue for the account. At the time, I feared losing my job, but to my surprise, the CFO, known for being strict, didn’t get angry. He simply acknowledged that mistakes happen and encouraged me to move forward. This early lesson allowed me to analyze my mistake, learn from it, and continue growing as a leader. Leaders need the space to make mistakes in order to learn and improve.

Embrace Diversity

Secondly, leaders should foster an environment that embraces conflicting ideas and diverse perspectives. In my experience of leading both US based and international teams, I have found that allowing others to express their thoughts before sharing my own creates a safe space for open discussion. This approach not only encourages different cultural viewpoints but also enables team members to challenge and collaborate with one another more effectively. By ensuring cultural/diversity representation at all levels of leadership, you can create an atmosphere where collaboration from conflicting ideas can emerge and contribute to better decision-making.

Encourage Action

Another important aspect of leadership is encouraging action and getting the job done. Waiting for a perfect solution is never the right approach, as it wastes valuable time. Instead, leaders should encourage their teams to act and make incremental improvements along the way. Strategy develops through small steps, if your team constantly waits for the perfect solution, progress will stagnate, deadlines will be missed, and customers will be frustrated. Consistency and continual improvement, one decision at a time, are key to success in leading successful teams.

Prioritize Ethics and Honesty

Lastly, leaders should focus on results and prioritize ethical and honest approaches. While today’s contracts are no longer sealed with a simple handshake, and are often many pages, at the core of each agreement is “good faith” behavior where both sides act in their joint best interest. Teach those that work for you that their reputation is the most important asset that they have in business and that being known as an ethical, honest and fair leader will benefit them through out their career. This will save you time and money as they will readily admit challenges they face, allowing you time to collaborate on solutions. It will save you time in not double checking their work, and they won’t be damaging your company reputation with clients.

Leadership is a continuous learning journey. Allowing for mistakes, embracing diverse perspectives, encouraging action, and focusing on ethical results will help you mature as a leader. It also ensures your company success regardless of the market challenge

In Part 1 of this three-part series, we emphasized starting with a clearly defined and well-understood vision and strategy for the transformation itself as well as the critical nature of accurate, timely, and relevant data.  In Part 2, we stressed the importance of aligning the organizational structure and culture to support transformation as well as the need to embrace continuous improvement in processes.  We round out the holistic approach to transformation in Part 3 by ensuring you have the right tools and reward structures in place for long term success.

Tools

It’s critical to evaluate whether your current tools support your transformation goals.  Ask yourself if you have the right tools and how long they will stay current.  Be mindful of adopting “sticky tools,” which are designed to keep their creators gainfully employed or protect their contract.  Sticky tools can also hinder innovation and agility, making it harder to adapt to changing customer needs and market conditions.  They can also create dependencies and lock-ins that limit your company’s choices and flexibility.

Ensure you make the most of your tools by adopting a standard depreciation model,  helping you track the value of your tools over time and determining when it’s time to retire or replace them.  Using a depreciation model simplifies the planning and budgeting process for upgrading your tools. It will also help your company avoid wasting resources on maintaining obsolete or underperforming tools.  Automation, in particular, continues to improve processes and reduce time spent on manual tasks.  In fact, more than half of all occupations today have some tasks that can be automated.  Adopting new technologies can be a costly and time-consuming process, but making the right choices can pay off for years to come.

Always remember that the ultimate value of tools is their ability to empower your people.  People are always your biggest resource and expense. Tools help your people be better at and happier with what they do.  The goal is to have employees focused on value added work.  Leverage Robotic Process Automation (RPA) to help bridge the gap between current state and future state tools.  RPA automates repetitive tasks, reducing the likelihood of errors and freeing up time for high-value activities.

Rewards

Your incentives should be structured to support your transformation goals.  Incentives play a crucial role in gaining maximum buy-in from stakeholders.  They include but are not limited to financial rewards, recognition, and career advancement.  Top-performing companies align incentives with transformation goals to avoid counterproductive behavior.  While there is no way to fully regulate individual behaviors, you can always determine which outcomes you want to reward. You must also provide timely and constructive feedback to reinforce your desired behaviors and outcomes.

Start by identifying sacred company processes and cultural norms, including those outside of your transformation scope.  These are processes and norms that have been ingrained in your company and are often taken for granted or seen as immutable.  You must be aware of any legacy systems or policies that conflict with your company’s transformation.  If these sacred processes and norms are left unchecked, they can quickly become counter to your transformation goals.  Redesign or remove them before they impede your company’s transformation.

Develop incentives that are consistent, transparent, and self-reinforcing across the entire organization, both vertically and horizontally.  They must be specific performance metrics and goals that align with your transformation goals.  Communicate your incentives clearly and frequently to every stakeholder, and also ensure they support continuous improvement and innovation.  Design your incentives around the future, not just the past or current state.  This will help ensure employees are motivated to continue improving and innovating.

Moving Forward

Transformation isn’t easy.  It’s a complex and ongoing journey, requiring organizations to adapt and evolve constantly.  Embracing change as a continuous process, rather than a one-time project, sets the stage for long-term success.  By reassessing your vision, data, people, processes, tools, and rewards, your organization can embark on a transformational journey that not only achieves desired business outcomes but also prepares you for future challenges and opportunities.  With a holistic and forward-thinking approach in place, your company can finally transform and thrive in an ever-changing business landscape. Leedan Consulting is here to help you succeed. Schedule a 30-min introductory call to discuss how.