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| Embracing a Culture of Change |
This month, Joe Calloway looks at how becoming a master of change enables your organization to adapt and grow at every turn. Great organizations that embrace a culture of change as the norm find unique opportunities at every turn, even during times of difficult change.
Enjoy this month's HealthLink and please pass on to a friend. |
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Whatever Happens Is Normal
Joe Calloway |
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Nothing is good or bad but that our thinking makes it so.
- William Shakespeare
What's the secret of organizations that are great at handling unexpected change? It comes down to culture. Organizations that are masters of change have decided, in advance, that whatever happens is "normal." That doesn't mean that whatever happens is good, or even acceptable. But it is normal.
Everyone agrees that we live in a world of constant change. The reality is you may think you understand the situation - but the situation has just changed. The key to success used to be in making the right decision. Now success means making the right decision, then being able to quickly make the next right decision.
Another factor in the change equation is that mistakes are normal. If you wait until you are 100% sure that an idea will work, you'll never put any ideas into practice. There are no guarantees, except that if you don't change you will fail. Great organizations believe in developing a plan, then taking action. Mediocre organizations believe in developing a plan, talking about the plan, having meetings about the plan, then having more meetings about the plan. That's why they're mediocre.
We have to learn to accept life on its own terms. Things aren't the way they're supposed to be. They are the way they are. The way you deal with it makes the difference. If you accept that even "bad" things are normal, you are much better equipped and prepared to handle them, to minimize the damage, to correct the problem, or to even create opportunity from the problem! If you have a very narrow definition of what's normal, you are much more likely to throw up your hands in despair when things happen that don't "suit" you.
The mind is its own place,
and in itself can make a heaven of hell,
or a hell of heaven.
- John Milton |
| More about Joe Calloway |
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The Next New Thing: Revenue Circle Management |
| Faced with the dually daunting prospects of declining reimbursement and increasing competition, healthcare leaders must adopt a proven approach to a changing market milieu: Revenue circle management. Unlike its well-known cousin, revenue cycle management, which focuses attention on optimizing traditional revenue sources, revenue circle management takes a wide-angle view and broader-based approach to identifying and selecting revenue streams and sources that are within the scope and purview of the hospital or health system. |
| Read the full article powered by HealthLeaders |
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Vericom Fills Communications Gaps for University of Alabama at Birmingham (UAB) Health System |
| UAB's marketing department routinely uses SoundCare to promote profitable service lines, such as cardiac and cancer. SoundCare also meets the needs of those smaller departments that don't receive the same visibility as UAB's top service lines. SoundCare enables these departments to inform the community about their services, including free screenings and health observance events. |
| Click here to read full case study |
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This Month:
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| Brought to you by the VIL |
by Joe Calloway
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The Next New Thing: Revenue Circle Management
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University of Alabama at Birmingham
(UAB) Health System
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Upcoming Health
Observances |
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FAQ |
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How can SoundCare help promote my hospital's smaller, less profitable service lines?
SoundCare is a cost-effective communications tool which makes it financially practical to inform your callers about your lesser-known service lines on a routine basis. Print, radio, or TV may be too costly for these smaller services, whereas SoundCare can not only increase awareness of these services, but can also drive business to them with call-to-action tags. Use SoundCare to:
Increase the visibility of your smaller service lines and remind callers of their value
Drive business to these smaller services and increase their revenue
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