1. Electronic Payment Posting
Nuts and Bolts
Chastity D. Werner, RHIT, CMPE, NCP
NextGen Mini User Group Meeting
June 18th, 2013 St. Louis, MO
June 26th, 2013 Carbondale, IL

2. Learning Objectives
Management vs. leadership
Leadership Qualities
Right fit
Goals & tracking
Evaluations & mentoring
Celebrating successes

3. Learning Objectives

4. Management vs. Leadership
Management
Planning
Organizing
Directing
Controlling
Leadership
Establishing a direction
Aligning people and resources
Energizing people to
accomplish results

5. Leadership Qualities
Ability
&
Enthusiasm
Stability
&
Self-confidence Concern for
others
Persistence
&
Vitality
Charisma
Integrity
ABILITY
The leader must know the
job- or invite loss of
respect
Enthusiasm
Genuine enthusiasm is an
important trait of a good
leader.
Self-confidence
Confidence in one’s ability
gives the leader inner
strength to overcome
difficult tasks.
Stability
A leader must understand
her or his own world and
how it relates to the world
of others.
Concern for others
A leader must be sincerely &
deeply concerned about the
welfare of people.
Patience + Listening = Loyalty
Concern for others
Do you truly care about your
employees as people, or do
you view them more as tools
to meet your goals?
Persistence
The leader must have
drive and determination to
stick with difficult tasks
until they are completed.
Vitality
Strength and stamina are
needed to fulfill the tasks
of leadership
Charisma
A special personal
quality that generates
others’ interest and
causes them to follow.
Charisma
Do you possess a positive
outlook and commitment in
your demeanor that
transforms followers to
new levels of performance
as well as personal loyalty
to you?
Integrity
The most important quality
of leadership is integrity,
understood as honesty,
strength of character, &
courage.

6. Leadership Qualities
Callousness
Uncaring and unkind,
discounts the needs
of others
Corruption
Puts self-interest
ahead of public
interest, and is willing
to lie, cheat, or steal
Cruelty
Commits atrocities
inflicting physical
and/or emotional pain
on others.
Intemperance
Lacks self-control in
personal habits or
conduct
Rigidity
Closed minded to
anything new or
changing
Incompetence
Lacks skill or will

7. Leadership qualities
Deal openly with
everyone
Consider all points of
view
Keep promises
Give responsibility
Listen to understand

8. Leadership qualities
Vision
• Is this the right direction?
• Are these the right goals?
• Is this the right time?
“The best way to predict the future is to create it.”
- Peter Drucker, Management Author

9. Leadership qualities
“Because the modern organization is composed of specialists,
each with his or her own narrow area of expertise, its purpose
must be crystal clear. The organization must be single-minded, or
its members will become confused. They will follow their own
specialty rather than apply it to the common task. They will each
define “results” in terms of their own specialty and impose its
values on the organization. Only a focused and shared vision will
hold an organization together and enable it to produce. Without
agreement on purpose and values, the organization will soon lose
credibility and, with it, its ability to attract the very people it needs
to perform.
• Peter Drucker, Management Author

10. Half of the harm that is done in this world is caused by
people who have power and want to feel important.
They do not mean to do harm; they are simply
absorbed in the useless struggle to think well of
themselves.
- T.S. Eliot

11. One-way
Communication
Employee does not
want to offend leader+
Employee becomes
dependent upon the
leader to make all
decisions Employee becomes
resentful of the leader

12. Two-way communication
Stop talking Put the talker
at ease
Hold your
temper
Be
patient
Empathize with
the person
Remove
distractions
Show the person
that you want to
listen
Encourage
clarification
Ask
questions

13. Empowerment
• Trust in people
• Invest in people
• Recognize accomplishments
• Decentralize decision making
• View work as a cooperative effort

14. Three need to knows
• They need to know the grand plan-the purpose, values,
and strategies for success for the organization.
• They need to know what is expected of them personally
and why.
• They need to have feedback on individual performance,
with recognition for their efforts.

15. Practical tips for developing a high performance workplace
• Adopt an orientation to action and result.
• Recognize and reward those who make improvements to products, processes, and services.
• Be customer-driven.
• Maintain a commitment to self-development.
• Make timely and value driven decisions.
• Be flexible.
• Coach other to succeed.
• Schedule a short meeting with each of your direct reports once every two or three weeks.
• Minimize obstacles.
• Benchmark the best.
• Address deficiencies.
• Let your conscience be your guide.
• Enhance the work environment.
• Spread the sparkle.
• Display resilience.
• Show concern for others.
• Spend one-on-one time with each member of your team.
• Manage meetings effectively.
• Be sure everyone who reports to you has clarity of assignment and tools to succeed.
• Communicate effectively.
• Page 156 of leadership book……

16. The boss drives, the leader coaches.
The boss wants power; the leader, good will.
The boss creates fear; the leader builds pride.
The boss says “I”; the leader says “We”.
The boss places blame; the leader solves the problem.
The boss knows how; the leader shows how.
The boss uses people; the leader serves others.
The boss preaches; the leader teaches.
The boss takes credit; the leader gives credit.
The boss commands; the leader asks.
The boss says “Go”; the leader say “Let’s go”.
- William J. Stewart, Author and Educator

18. Practical leadership tips
• Be predictable
• Be understandable
• Be enthusiastic
• Set the example
• Show support
• Get out of the office
• Keep promises
• Praise generously
• Hold your fire
• Always be fair
• Page 183 leadership book

19. Great leaders guide and inspire, not command and
control.

20. • “The lowest level of performance by any employee,
allowed to continue without corrective action, becomes
the highest level of performance that can be required of
any other employee in a similar position with the
employer.”
Reference: Rosemarie Nelson, MGMA Healthcare Consultant
The ROI of IT: Best Billing Practices

21. Questions

22. Anders Health Care Services
Anders Health Care Services optimizes staff,
resources and revenue for hospitals and
physicians by offering solutions and direction to
complex practice management issues.
We provide an integrated approach from the
financial, operational, compliance and strategic
perspectives.

23. What constitutes a good job?
• Variety and challenge
• Opportunity for decision making
• Feedback and learning
• Mutual support and respect
• Wholeness and meaning
• Room to grow

24. Anders Health Care Services
Chastity D. Werner, RHIT, CMPE, NCP
314-655-5561
cwerner@anderscpa.com

25. Anders Health Care Services
Jessica Johnson jjohnson@anderscpa.com
Brian McCook bmccook@anderscpa.com
John McGuire jmcguire@anderscpa.com
Jerrie Weith jweith@anderscpa.com
Brian Meyers bmeyers@anderscpa.com
314-655-5500
www.andershealthcare.com