Speaker(s):
Peter   Kovacek,   PT,   DPT,   MSA
Jim   Milani,   PT,   DPT,   GCS
Session   Type:    Educational   Sessions
Session   Level:    Multiple
This   information   is   the   property   of   the   author(s)   and   should   not   be   copied   or   otherwise   used   without   the   express   written   permission   of   the   author(s).
Page   1   of   13   total   pages
February   17 ‐ 20,   2016
Anaheim,   California
is   the   Section   on   Health   Policy   &   Administration   of   the   American   Physical   Therapy   Association

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Peter Kovacek, PT, DPT, MSA
In Home Rehab, LLC
Jim Milani, PT, DPT, GCS
BAYADA Senior Living Solutions
No relevant financial relationship exists for either of the presenters.
• Understand the pervasive role of performance management in everyday life
• Understand the critical difference between strategy and performance
• Realize the advantages of utilizing a consistent performance management framework
• Understand the Clay Carr Framework of Performance
Management
• Apply the Clay Carr Framework to at least one real world scenario.
• Be familiar with additional resources available including resources from APTA, HPA, and LAMP
• Leadership and Management Defined
• Performance Management: Skill or Strategy
• Application to Common Performance Issues
• Framework for Successful Performance Management - Clay
Carr’s Six Step Framework/Model of Performance
Management
• Example in Applying the Framework
• Breakout Session Around Your Challenges
• Case Study Discussion of a Productivity Scenario
• Introduction to LAMP: Administration and Management as a
Developing Resource
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Leadership$and$Management$Defined
• Managers
– Embrace process, seek stability and control
• Leaders
– Tolerate chaos and lack of structure willing to delay closure in order to understand the issues more fully
Zaleznik
• Manager without Leadership Skills
– Maintains - no progress or inspiration
• Leader without Management Skills
– Soon to be Unemployed
– Just Enthusiasm
• Environment without Systems
– Chaos, Inconsistency and Confusion
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Performance$Management$as$a$Critical$Skill
• Managers and Leaders oversee Performance by Staff
• Underperformers are a Major Problem for Most Organizations
• Underperformers are a Major Frustration for Most Managers
• There are Many Ineffective Ways to Help Staff Fix
Underperformance
• There is a Right Way to Help Staff Fix underperformance
2

• We Lead People
• We Manage Performance
• Exists in a Performance Environment
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Performance$Management
Clay$Carr
To be successful, every worker must:
1. Know what to accomplish
2. Know how to accomplish it
3. Have access to the tools to accomplish it
4. Be motivated to succeed
5. Take responsibility for their own success
6. Recognize success when it occurs.
Performance$Management
3

Performance$Management
Clay$Carr
To be successful, every worker must:
1.Know what to accomplish
2.Know how to accomplish it
3.Have access to the tools to accomplish it
4.Be motivated to succeed
5.Take responsibility for their own success
6.Recognize success when it occurs
Failure in any one or more of these six aspects decreases the likelihood of a positive worker outcome
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• CPT Coding
• ICD-10 Coding
Applying$Carr$to$Coding$(Cont)
1. Know what to accomplish a. What are the codes?
b. What do they mean?
c. Timed? UnTimed? Group?
4

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Applying$Carr$to$Coding$(Cont)
2. Know how to accomplish it a. When do you use them?
b. What are our systems that require them?
Applying$Carr$to$Coding$(Cont)
3. Have access to the tools to accomplish it a. What Tools are Needed?
b. Where are these Tools?
c. Do the Tools Work?
d. Consider all Resources including Geographical and
Time Resources e. What if the Tools Change / Are Updated?
Applying$Carr$to$Coding$(Cont)
4. Be motivated to succeed a. What are the Risks/Benefits of Success to THEM?
b. What are the Risks/Benefits of Failure to Them?
c. What the the Critical Currencies
- From Their Perspective?
Applying$Carr$to$Coding$(Cont)
5. Take responsibility for their own success a. Responsible?
b. Accountable?
c. Victim Behavior?
d. Previous Role of Manager to Staff? Parental?
Coach?
5

Applying$Carr$to$Coding$(Cont)
6. Recognize success when it occurs a. What Happens When Done Correctly?
b. What Happens When Done Wrong?
c. Is There a Way To Self-Check?
• Pick a recent performance challenge in your real life
Challenge = (failure) (screw up) (disaster) (disappointment)
• Explain it briefly in writing
• Diagnose what went wrong with Carr Framework
• How many and which of the 6 steps were suboptimal?
• What would you do differently now?
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Performance$Management
Clay$Carr
To be successful, every worker must:
1. Know what to accomplish
2. Know how to accomplish it
3. Have access to the tools to accomplish it
4. Be motivated to succeed
5. Take responsibility for their own success
6. Recognize success when it occurs
Failure in any one of these six aspects decreases the likelihood of a positive worker outcome.
6

• Is There a Performance Standard in Place?
• Are Expectations of Performance Clear and Mutually Agreed?
• Which of the Six Aspects Is a Problem for Your Staff Member?
(Might be multiple or even all of them)
• Managerial Action SHOULD be Based on Diagnosed
Problems
• Not Global or General “Do it Right” or “Fix it”
• Clarify Expectations of Performance
• Review Carr Model with Staff
– Make them the expert
• Encourage Self-Management
• Offer Assistance if Staff Struggling
• Provide Objective Feedback on Performance
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https://vimeo.com/88200679
7

• Partner to Existing LAMP: Leadership
• Administration and Management
– Administration = Systems
– Management = Performance
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Development$ of$LAMP: AM
• HPA Task Force on Administration and Management (2014)
• LAMP: AM Subcommittee (2015 - Present)
Develop a Plan to integrate Management Development
Activities into the operations and educational offerings of HPA.
The Plan should include activities to integrate best management practices into the process, be financially self-sustaining, and complement existing Section educational activities.
8

Development$ of$an$ Administration$ and$ Management$ 101$ (AM$ 101)$ Product
1.1T2$ day$ in$ person$ workshop$ format$ similar$ to$LAMP:$Leadership$ 101
2.Focus$ is$on$ the$ novice$ participant$ or$those$ who$ teach$ novices
3.Offered$ at$least$ annually$
4.Created$ as$ a$standardized$ and$ structured$ curriculum.$ $ALL$ content$ must$ be$ well$ documented$ via$ video$ of$creators$ offering$ programming$ in$ a$controlled$ environment$ for$use$ in$ future$ train$ the$trainer$ activities
Content$of$101$framework$to$focus$on$the$following:
1.Overview$of$Management$and$Administration
2.Performance$Management
3.Communication/Conflict$Management
4.Managerial$Time$Management
5.Program/Project$Management
6.Human$Resources
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Intermediate$and$Advanced$level$programing$should$be$developed$in$
“Track”$style$system.$$HPA$should$consider$the$following$areas$for$ development$of$these$tracks:
1.Financial$Management
2.Management$of$Reimbursement
3.Marketing
4.Strategic$Planning/Thinking$and$Forecasting
5.Compliance,$Legal$Aspects$and$Risk$Management
6.Human$Resource$Management
Additional$content$areas$to$explore$in$the$future$include:
1.Succession$Planning
2.Negotiation
3.Advanced$Conflict$Resolution
4.Advanced$Performance$Management
5.Management$and$Administration$201/301/etc$or$an$advanced$product$ similar$to$AM$101
6.Critical$Thinking$/$Problem$Solving
7.Incentive$Programs
8.Data$Management
9

Future$LAMP:$AM$Programming
•
•
•
•
•
CSM 2016
Performance Management
Webinars/Podcasts 2016
•
•
TBD
TBD
CSM 2017
•
• LAMP: AM 101 Pre-conference
•
1 or 2 day
NEXT 2017
TBD
Proposed Inaugural Offering: CSM 2017
• Tentative Content Area
– Overview of LAMP:AM Process
– Performance Management
– Organizational Behavior
– Program Development/Project Management
– Budgeting Basics / Planning
– Risk Management / Legal
– Human Resources
– Managerial Time Management
– Closure, Reflection and Career Development Plan
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• LAMP: Leadership and LAMP: AM Partnership
• Complementary with Differing Focus
– Enhance One Another
• HPA Subcommittees of LAMP Committee
10

• Understand the pervasive role of performance management in everyday life
• Understand the critical difference between strategy and performance
• Realize the advantages of utilizing a consistent performance management framework
• Understand the Clay Carr Framework of Performance
Management
• Apply the Clay Carr Framework to at least one real world scenario.
• Be familiar with additional resources available including resources from APTA, HPA, and LAMP
YOU$
1. Know what to accomplish
2. Know how to accomplish it
3. Have access to the tools to accomplish it
4. Feel motivated to succeed
5. Take responsibility for their own success
6. Recognize success when it occurs
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• The New Manager's Survival Manual. C Carr. Wiley, 1995. ISBN
10-0471109878
• Performance management and employee engagement. J Gruman and
A Saks. Human Resource Management Review, 2011
• Performance management effectiveness: lessons from world-leading firms. M Biron, E Farndale and J Paauwe . Journal of Human
Resource Management, 2011
• Business intelligence and performance management: theory, systems, and industrial applications. P Rausch, A Sheta and A Ayesh (Eds.),
Springer Verlag, 2013. ISBN 978-1-4471-4865-4
11

• Performance management: integrating strategy execution, methodologies, risk and analytics. G Cokins, John Wiley & Sons,
Inc. 2009. ISBN 978-0-470-44998-1
• The three laws of performance: rewriting the future of your organization and your life (1st ed.). S Zaffron and D Logan. Jossey-
Bass. 2009. ISBN 978-1-118-04312-7
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