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Staying Strategic in Unique Times
Karen Trierweiler, MS, CNM (ret) Total Population Health, LLC
• Identify how to keep thinking strategically during unique times• Determine how to align staff with
priorities in the Title V State Action Plan• Discuss a means for making hard
choices when faced with budget cuts
Session Objectives
Focus on long-term/overall aims of the MCH program and the meansfor achieving them• Means = action• Action needed to improve MCH
What does it mean to “Stay Strategic"
By having the foundations in place, prior to a crisis, to continue driving MCH
priorities forward
How do you “Stay Strategic”
üEstablished via Leadership Management - roles
for all staff
üStrategy and Management are related
Strategic Foundations
Clarity• Focus: The Power of “No”
Mission-First, People-Centric Culture
Management Practices that facilitate Operational Excellence
• Creates alignment• Assures focus• Eliminates confusion• Guides use of funding• Facilitates or impedes impact• Vagueness undermines accountability
Creating clarity - #1 job of leadership team
Why is Clarity Important?
This Photo by Unknown Author is licensed under CC BY-SA-NC
Six Simple Questions•Why do we exist? (Vision)•What do we do? (Mission)• How do we behave? (Values)•What is most important right now? (Priorities) • How will we succeed? (Strategy/State Action Plan)•Who must do what? (Staff Roles & Responsibilities)
Creating Clarity
Overcommunicating Clarity
Frequent, consistent messaging
Use medium, context and format that
encourages action
Compliance increases when reasons are given
Provide the “WHY?”
Focus is key to clarity• “No” easier when ID the “Yes”
• Do you want to take this on?• Why?• How much time will it take?• Do you have the time?• Will it fulfill you and your core work?
Good “yes” aligns with values, fulfillment and priorities
Focus: The Power of “No”
1. Escalate: Important & Urgentü Relate to LT goals with pressing deadline
2. Cultivate: Important but not urgentü Relate to LT goals but NO pressing deadlineü Emphasize MOST
3. Accommodate: Unimportant but Urgentü Pressing deadline unrelated to LT goalsü Emphasize LEAST
Everything cannot be a top priority!
Focus and Prioritizing: 3 Levels
Attitudes, Beliefs, Norms, Practices & Behavioral Expectations that dictate “how” we work
ü Power underestimated -- Influences ALL workplace interactions & outcomes
ü Drives (or impedes) staff engagement, operational excellence & program success
ü Often evolves unintentionally
The Role of Culture
Healthy Work Culture Drives Impact
A Mission-First, People-Centric Culture is intentionally built on clarity – the “Six Questions” actively guide
operations
Healthy Work Culture
Employee Engagement
& Operational Excellence
MCH Action & Impact
Effective management highly correlated with strategic success
Management Practices facilitate Action & Op Excellence
Assures timely team action
Fosters employee purpose,
autonomy & mastery
Optimizes communication
Manages Performance/Data
& CQIReinforces clarity
• Clarity facilitates understanding state match/state funds & politics involved
• Management assures re-assessment of needs & chosen priorities
• Management analyzes data on performance (PM system) to ID successful (and unsuccessful) efforts
• Culture supports leveraging partnerships – who could take over?
Using the Foundations: Budget Cuts
Using the Foundations: Aligning Staff Effort with SAP
SAP should drive daily work
Clarity assures clear staff assignments on SAP
Culture reinforces action & results
Management assures SAP progress, discussion of results & QI (PM System)
Summary – “Staying Strategic”
Focus on the overall aims of the MCH program and the
means for achieving them
3 Key foundations must in place
Clarity Mission-First, People-Centric Culture
Management Practices for Operational Excellence
The foundations drive MCH implementation
& impact
References
• Dalton, Tanya. 3 Simple Ways to Stop Being a Perfectionist and Become More Productive. Fast Company, Oct 19, 2020. • Lencioni, P. (2012). The Advantage. San Francisco: Jossey-Bass.
(Free tools at www.tablegroup.com) • Lighthouse Leadership/Management Blog, getlighthouse.com• Parr, S. Culture Eats Strategy for Lunch. Inc. January 24, 2012.• Pink, D. (2009). Drive. New York: Riverhead Books.• Sadun, R., Bloom, N., Van Reenen, J. Why Do We Undervalue
Competent Management? Harvard Business Review, Sept/Oct 2017.
