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The Future is Now – Telemedicine in the Marketplace

Jason Beans — Thu, 19 Oct 2017 18:51:35 +0000

For years, telemedicine has been touted as the next frontier in healthcare. Based on data from multiple health systems, the future has arrived. Some of the country’s largest and most prestigious health systems such as Kaiser Permanente, NewYork-Presbyterian, and Johns Hopkins now boast robust telemedicine programs.

At Kaiser Permanente, virtual patient encounters now outnumber in-person visits. , his health system saw more than 110 million people last year, with some 59 million connecting through online portals, virtual visits or the health system’s apps. That figure represents more than half of the organization’s total 2016 visits.

“We are going through a major transformation in healthcare,” said Tyson.

At (NYP), their suite of telemedicine services includes adult and pediatric emergency and urgent care, virtual follow-up visits for surgical and psychiatric patients, and a second opinion program. Such telehealth adoption has yielded dramatic results. In the ER, for example, low-acuity patients are now seen virtually by an ER physician elsewhere in the health system, reducing average wait times from 2.5 hours to 31 minutes.

Moving forward, NYP aims to make 20 percent of all patient visits virtual, a goal that seems readily attainable given its volume of virtual visits has increased 100 percent every month since it began piloting telehealth services in 2015.

Although telemedicine has yet to significantly impact workers’ compensation or auto, its day is coming. Workplace health clinics, such as the kind operated by , are now augmenting onsite occupational care with telemedicine services. Consider the case of a California factory worker with a blistery hand rash who had her condition treated via a teledermatology visit at her employer-sponsored clinic. It’s only a matter of time before onsite injury assessments, follow-up status calls, and prescription management are conducted virtually, with great cost, comfort and convenience benefits for all parties involved.

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The One Litmus Test for Indispensable Employees

Jason Beans — Wed, 20 Sep 2017 18:39:48 +0000

It’s no secret executives value employees who are smart, driven and lifelong learners.

However, sometimes organizations can get bogged down with too many key performance indicators (KPIs), copious desirable employee traits and overly complex review processes, so it’s nice to have a quick, “back-of-the-napkin” measure of employee value.

According to businessman Mark Cuban, the secret to career longevity in his billion-dollar empire is the ability to lower his stress level.

In a recent with Money magazine, Cuban shared, ‘’Anybody who reduces my stress becomes invaluable to me. I never want to get rid of them.’”

Cuban’s approach really resonated with me. It’s a seemingly simple litmus test that easily encapsulates so many desirable workplace traits:

Reliability
Accountability
Resourcefulness
Team Player
Skilled Communicator
Solution-Oriented
Conflict Resolver

As any manager can attest, leading teams and organizational functions is often stressful. With so many responsibilities to juggle, it makes perfect sense that an employee who minimizes disruption and spares you headaches is an invaluable asset.

So, the next time I’m considering an employee for a promotion, conducting a review or assessing performance coaching opportunities, I’ll be keeping Cuban’s insight in mind. Asking myself, “Does this person reduce my stress?” is a wise way to gauge an employee’s current worth and potential coaching needs.

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WD-40 Learning Maniac: Lessons from a Learning-Obsessed Culture

Jason Beans — Thu, 09 Feb 2017 15:57:50 +0000

Continued learning and education is a topic I frequently find myself revisiting. Ongoing exploration, innovation, and resourcefulness are three key ingredients needed to become and maintain a fast moving organization.

This Harvard Business Review about WD-40 – yes, the stuff you use for squeaky hinges – illustrates just how important continued learning is for company growth and, in this case, reinvigorating a tired brand.

WD-40 was an old “one-trick pony” when Garry Ridge took over as CEO. Ridge broke the company out of its rut by creating a learning-obsessed culture unafraid to take risks. Since 2009, WD-40 has expanded to 176 countries, added many brands and products, and nearly tripled its overall value as an organization.

The pledge required of all employees is one of the most brilliant things I have ever read. Ridge calls it the “WD-40 Maniac Pledge,” a solemn vow to become, in his words, a “learning maniac.”

“I am responsible for taking action, asking questions, getting answers, and making decisions. I won’t wait for someone to tell me. If I need to know, I’m responsible for asking. I have no right to be offended that I didn’t ‘get this sooner.’ If I’m doing something others should know about, I’m responsible for telling them.”

What about this pledge do I love so much? It demands that teams keep learning. Learning offsets the “paradox of expertise” and prevents people and businesses from becoming stagnant. What an industry did five years ago may seem to be the “gold standard” in a team’s mind, when the world has actually evolved considerably during that timeframe.

Additionally, this pledge requires people to take responsibility when something goes wrong instead of placing blame elsewhere. Being fully accountable for one’s actions encourages resourcefulness, removes unnecessary drama, and eliminates the need for micromanagement. A workforce rich in their ability to find and create solutions independently is a strength in any industry.

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