Page 26 - HME Business, June 2018

Building a Winning Team
“Just as sports teams have someone who can lead and coach players to victory, an HME business manager must help to champion his or her employees’ performance as an interdependent team.”
check in on each member’s progress towards goals and address any challenges that remain. The team should also update their manager
on the established timeline and productivity levels. Teamwork requires two-way communi- cation and trust that is established between both with the manager and the team.
Check in with the team and ask them what they would like to learn. Managers sometimes assume that their employees may not be interested or may not want to learn a new skill. If the skill is transferrable (such as leadership, finances, quality control, etc.), many are willing to learn. When a whole team is willing to learn,
the burden of taking on the task is also shared. That is a true High Performing Team.
At the height of our team implementation
at Campbell Soup, the teams were doing daily tasks, interacting with the customer, handling total budget, making budgeting cuts, hiring new employees (but not discipline or firing — some things need to remain with management, especially dealing with employment law), as well as making quality control checks. They also handling staffing and scheduling. The employees flourished.
EMBRACE RESULTS
Creating a culture of trust, empowerment, accountability and commitment result in engaged employees. Teams are a wonderful vehicle for productivity and when managed properly, each team will perform! Managers need to provide encouragement and support by strengthening the team members.
Embracing results — sometimes good and sometimes bad — is also a factor in helping
teams to grow. Each project or goal should have a post-mortem. What went well, what went wrong, how can we fix that for the next time, and how can we do better?
Just as sports teams have coaches, an HME business manager must champion his or her employees’ performance as an inter- dependent team. Establishing a culture that celebrates successes, encourages diversity, fosters inclusion of ideas and members, discourages alliances, and fosters creativity can help deliver results with accountability.
Teams might not get to a high-performance level overnight, but by focusing on these four areas, managers can help to nurture, provide support and grow their teams. n
Mona Sabah Earnest is the vice president
of Human Resources for HME management coaching and consulting firm Team@Work, which can be found online at www.teamat- workcoaching.com or contacted via phone at (260) 627-8938.
Renew
Renew
What’s Inside:
Accreditation Renewal Time . . . . . . 21 News, Trends & Analysis . . . . . . . . . . 8 WoundCareOpportunities . . . . . . . . .14 PortableOxygenSolutions . . . . . . . .26 HMEProductInventory . . . . . . . . . . . . 28 SalesCoachingvsManaging . . . . . . . .30
Harvesting Providers Must Mine the Deep Roots of Their
PORTABLE OXYGEN
TAKING OXYGEN BUSINESS STRATEGY
TO NEW HEIGHTS.
What’s Inside:
Medtrade Spring Product Preview . 24 News, Trends & Analysis . . . . . . . . . . 8 Approaching e-Commerce . . . . . . . . 14 Remote Monitoring for Oxygen . . . . . 21 CompressionProducts . . . . . . . . . . . . 28 Expanding Urology Revenues . . . . . . . 30
Oxygen’s Low- to No-Delivery Model Sees More Advances Portable oxygen has revolutionized the way that oxygen providers both care for patients and rthuenythperoirvbisuiosinepsosretsa .bIlnesotexaydgeonftanks, concentrators to patients who can take those devices anywhere they like . For patients, POCs have added a freedom that’s been unattainable with the tank-delivery paradigm . With POCs, patients can now easily travel via air, rail, boat and car with higher confidence and comfort . Moreover, increased ambulation has been demonstrated to improve patient outcomes and reduce the probably of h o F s op r i t pa l r or ev ai d d e mr s i , s s t hi o e n y s n . o w h a v e a bduesingensesdmtodcuetltohpaetriasteinsgsecnotsiatsll .yThat model has allowed them to adapt to the myriad reimbursement challenges that have bombarded the oxygen
i t n i a d t u e s t t h r e y , m a s n e d l v h e e s l p t o e d r e t f h e e r r ma l d p i a f f r e t n r e e n r s - . n o I - n d t e h l i e v e t i r my e b u t h s a i n t e o s x s y a g n e d n ’ c s a l r o e w m- t o o d e l
has expanded, providers have gained a number of insights that have helped them implement further efficiencies and increase their business and care effectiveness . This month, we talk to various experts about how portable oxygen providers can take their businesses to the next level . Building on Portable
Oxygen’s Gains . . . . . . Page 16 March 2018 Volume 25, Number 3 hme-business.com
CHANGING GEARS Revving up standard power mobility’s revenues.
What’s Inside:
Smart Retail Purchasing . . . . . . . . . . 22 News, Trends & Analysis . . . . . . . . . . 8 Accrediting New Categories . . . . . . . 12 EnteringRespiratory . . . . . . . . . . . . . . 13 BathSafetyProducts . . . . . . . . . . . . . . 25 ToolstoEmpowerYourTeam . . . . . . . 30
Providers Can Build Successful Standard Power Business Models Ever since the initial rounds of CMS’s competitive bidding pro- gram and the removal of the first- mstaondtharpduprcohwaesermopotbioilint,yphraovveidn’etrsof simply suffered some setbacks, they’ve seen their entire business models hit a dead end . Like a cross country road tripper without a Road Atlas they’ve had to piece together entirely new pathways toward a profitable, sustainable business .
But many providers have been able to successfully set a new strategic course . Shaping today’s standard power mobility business model might nd o o t n n e e . Tc e h s e s k a e r i y l y l i e e a s s i y n , fi b n u d t i i n t g c a o n u bt e w h e r e tohnetchoarteforeuvnednautieosna,raen,dhothwentofienxdptahned products and strategies that can help supe up revenues and profit margins . The resulting strategy mixes retail and ftuhnedriegdhtrevveennduoer,remlaptihoansihzeipssf,oarngding
r a e v q e u n i u r e e s s p t h u a r t s u a i p n p g e n a e l wt o p m r o o d b u i l c i t t y u s e r s . We talk to some key experts in this month’s cover story to see where the real standard power revenues are at, how to strike the right blend between funded and retail revenue, and how to caretail in ways that will cement long-standing relationships with your customers .
Standard Power
Shifts Strategic Gears . Page 16
April 2018 Volume 25, Number 4 hme-business.com
26 HMEBusiness | June 2018 | hme-business.com
Management Solutions | Technology | Products
Your Data
Patient Data
trees with roots that delve deep into the earth, HME providers can tap into vast
s t h t o a r t e d h a o t u a s i e s s w o o f r pt h a t a i e f on t r t d u a n t e a . . A n d t r u l y , As providers work to expand their
revenue streams in the face of declining public and private payer reimbursement, they must work to maximize their existing patient relationships, and also develop new appeals that resonate with entirely new clients and referrals . The data that providers amass over the course of doing business and providing care can help make that happen . levUenrafogritnugnathteliyr,dmatoastopraonvyiwdehresrearneena’tr tuhnedlervsetalnthdetyhseheoluelmdebnet .sTtheaytmneaekdeto up an effective data mining strategy and understand the sorts of measures, procedures and technology tools they n o e u e t d t h t a o t i p m l a p n l e . Mm o e n r e t o i n v e o r r , d t h e e r r t e o a c r a e r r a y ninutmo abnedr oufscinogncpeartniesnrtedlaattead, stoucdhigagsing legal considerations, that providers must incorporate into their data mining strategies .
This month’s cover story examines the various aspects of data mining and how providers can start digging into their patient data to produce results that will help their businesses grow . Harvesting
Your Patient Data . . . . . Page 16
February 2018 Volume 25, Number 2 hme-business.com
Like ancient oak
Growing your business by
tapping into claims and
patient data.
What’s Inside:
HME Leadership by the Book . . . . . 13 News, Trends & Analysis . . . . . . . . . . 8
MakinganO2‘ModelMatch’ . . . . . . . 12 Orthopedic Opportunities . . . . . . . . . 24 Retail-ReadyProducts . . . . . . . . . . . . . 26 9 Ways to Thrive in Tough Markets . . . 30
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REVENUE
CYCLE MANAGEMENT
W W h h a at t ’ ’ s s t t h h e e r r i i g g h h t t s s t t r r a at t e e g g y y ? ? W W h h a at t t t o o o o l l s s c c a a n n h h e e l l p p? ?
With Diverse Revenues and Patients, HMEs Need RCM
For large healthcare
rganizations such as hospitals and health networks, the practice of revenue cycle management has been a fundamental element of how they do business for years . Now, HME busi- nesses are starting to employ RCM to help them survive and thrive in a tight funding market .
Fortunately, those larger health entities have blazed some RCM trails . They have developed businesses processes and workflows, metrics that help them manage their RCM, and employed a variety of technology tools that have helped them improve efficiencies to boost revenues and margins . These are best practices that can help smooth the RCM learning curve in HME .
That said, running an HME business isn’t like running a hospital . There is a multitude of factors and challenges that are unique to the HME landscape provider owners and management must address . Moreover, how providers approach those challenges is unique, as well .
How can RCM help HME busi- nesses? How should they approach implementing RCM? What are the pitfalls they should avoid? What tools and services are available to help them? Read this month’s cover story to learn more .
Revenue Cycle
Management for HME . Page 17
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May 2018 Volume 25, Number 5 hme-business.com