Leadership Lessons - Why I Don't Hate Capital Blue Cross

Scenario: Vision Loss, Hospital Visit, Wireless Access in the Hospital (YAY!), Receive E-Mail from Insurance Broker While in Hospital (BOO!), You're Group Insurance is being Dropped (what?!?)...in Two Weeks...(rage, gnashing of teeth).

Health Insurance is a very confusing undertaking if one does not deal with it on a daily basis. When looking at providing health insurance for employees and choosing for oneself, one must consider:

• Which broker to use
• Which company to choose
• Which plan to choose
• Must consider:
• PPO? HMO?
  
• High Deductible? Really High Deductible? Co-Insurance?
• What does the plan cover? Prescriptions? Co-pay?
• Require Referrals from PCP?
• What about HSA, Flex Spending Accounts, HRA?
• Don't forget about HIPAA requirements!

So, not knowing much about the whole thing, you can bet I was terribly eager to get back to work and begin to tackle this beast! I not only had to make sure that my family was covered appropriately, I also had to make sure my employees got good coverage and understood what was happening.

While scrambling about that first week back to work, I finally realized that since we had to go to individual insurance, there is no way to take premiums pre-tax because, as was explained by a kind individual, "that would be forming your own group"... hmm... still not seeing the problem with that. I have some wit and wisdom about this that I'll post with another label.

So, why do I not hate Capital Blue Cross? After all, they gave me less than a month's notice that we were being dropped, which left me on my own to figure out the insurance maze in an extremely short amount of time (I found out that there are no experts in this insurance maze).

I don't hate them for one reason and one reason only...customer service. Every time I call, without exception, the person taking the call is professional, (mostly) knowledgeable, friendly and empathetic. They answer every question I have, patiently explain the plan about which I am inquiring and work with me on figuring what may be the best plan.

Even though their company created a major hassle in my life, the customer service has kept me basically satisfied.

Another factor here may be the rock bottom expectations on my part...like when you go into a movie thinking that it is going to be a bomb, and it's mediocre. "Yay...it didn't make me want to jam my thumbs in my eyes!"

Leadership Tip 2.1

In my Leadership Tip 2 post, I delineated six reasons why most things happen (i.e. gifts given, leaders followed, deals made), irrespective of the cause being supported. They are:

#1 - Pleasant
#2 - Polite
#3 - Intention toward a specific goal
#4 - Energetic
#5 - Record of Success
#6 - Ambitious Goal

This is not definitive and is certainly not the case in every instance. One can look at this list and identify people who have been very successful that were neither pleasant nor polite. Well...I can also identify several women that could beat a man down, but most probably can't -- without cheating. The point is, most good leaders demonstrate these traits to some extent.

First, some background...

I begin my trek this morning by talking to the insurance company...no problem...I go to the primary care doctor...I wait a good while, but still no problem (they had the January edition of PC World)...I head to the lab next door...small problem. But just a small one...my favorite people in the world informed me that they couldn't do this particular blood test, I had to go to hospital to get it done. But, they were very understanding and answered all of my questions (wrongly, unfortunately).

So, off to the hospital. I register, take my paperwork to the bored looking lady at the desk...

"How may I help you?"
"Hello, here's my paperwork for my blood tests."
"Oh, you have to schedule an appointment for this test. You'll have to call to set it up and come back."
"They told me that if I got here by 3 they could do it."
"No, you have to schedule an appointment and make sure you're not taking aspirin 5 days in advance."
More questions and answers...I thanked her and left.

So, what's my point here? Empathy. I left the lab feeling pretty good, even though I had to go out of my way and take up more time. I left the hospital feeling that she was glad to be rid of me.

Both were polite and answered my questions directly.

But, the phlebotomists informed me that they couldn't do the test with empathy in their voice. The pencil-pusher at the hospital delivered the bad news with no expression whatsoever...as if she was repeating a mantra and I just happened to be the object upon which her eyes rested for no particular reason.

I think this is huge...people want to know that you are putting yourself in their position, even if you can't do anything about it. And if you attempt to do something about it, so much the better. People want to connect, especially with one whom they consider a leader.

So, how do you connect? It differs with personality, but all it would have taken is for her to look at me and say, "Oh, I'm sorry that you came down here without knowing this, but..."

And don't look at people with those bureaucrat eyes, it really is a bit creepy, almost soulless when people deliver bad news with no expression. And it's downright maddening to be on the receiving end...think Motor Vehicle Administration when you don't have the 3 proper forms of ID...

Takeaway:
1. People seek a connection, and empathy provides that

Action Steps:
1. Look into the next person's eyes that you deal with (especially if delivering bad news) and see the person, not an obstacle or annoyance.
2. Think about what you would like to hear in that situation -- empathize -- and verbalize your empathy.

Leadership Lessons - Paul Johnson

In this month's Imprimis, Paul Johnson outlines six "Keys of Democratic Statesmanship" that have direct relevance to leadership principles and help us in looking at who we choose to elect as our next executive.

The ability to see the world clearly and draw correct conclusions

Mr Johnson identifies the pattern of confusing directives as being the reason that three major wars that didn't turn out well. The Suez War of 1956, Vietnam and the first Iraq war, which led directly to the second invasion


Only a few essential ideas and beliefs

The best kind of democratic leader has just a few—perhaps three or four—central principles to which he is passionately attached and will not sacrifice under any circumstances...I am not impressed by leaders who have definite views on everything. History teaches it is a mistake to have too many convictions, held with equal certitude and tenacity. They crowd each other out. A great leader is someone who can distinguish between the essential and the peripheral—between what must be done and what is merely desirable.

Willpower

A politician can have immense intelligence and all the other virtues, but if will is lacking he is nothing. Usually a leader has it in abundance. Will springs from unshakeable confidence in being right, but also from a more primitive instinct to dominate events which has little to do with logic or reason.

Pertinacity

Mere flashes of will are not enough. The will must be organically linked to resolution, a determination to see the cause through at all costs...But doggedness should not be confused with blind obstinacy—the obstinacy of a George III or a Jefferson Davis. As with will, resolution must be linked to sound aims.

Ability to communicate

The value of possessing a few simple ideas which are true and workable is enormously enhanced if the leader can put them across with equal simplicity.

Magnanimity

Greatness of soul. It is not easy to define this supreme quality, which few even among the greatest leaders possess. It is a virtue which makes one warm to its possessor. We not only respect and like, we love Lincoln because he had it to an unusual degree. It was part of his inner being. And Churchill, who also had it, made it one of the top quartet of characteristics which he expected the statesman to show. A passage he penned as the First World War was about to end reads: “In war, resolution. In defeat, defiance. In victory, magnanimity. In peace, good will.” This is a sentiment which all those in public life should learn by heart. It encapsulates the lessons of history better than entire books.

Leadership Tip 2

Last night, while purchasing sundry items at the grocery store, I purchased a tiny little piece of paper for $1. This, of course, was the Toys for Tots train that the USMC promotes. When the cashier first asked me, I said no, like I do every other time...here's how it went.

Cashier: Would you like to donate a dollar to Toys for Tots...please?
Me: No thank you.
Cashier: (not necessarily in response to me) I only have 37 more to go...
Me: Oh really, how many are you trying to get?
Cashier: I'm trying to reach 1,000 and I'm almost there.
Me: Really, when does your shift end?
Cashier: at 7 (in 1.5 hours). I have tomorrow, but I'd like to complete it tonight!
Me: Ok, I'll help you out!

Let's look at why I chose to pay an extra dollar, and why I think most things happen, regardless of the cause being supported.

#1 - She was smiling. She was not the typical cashier that would rather be somewhere, anywhere else and be paid for it...
#2 - She was polite. She said please. This counts for a lot, especially if you live in the Mid-Atlantic or Northeast regions where rudeness is considered to be polite and politeness is just weird.
#3 - She had a specific goal in mind. She wasn't just asking in general. She was intentionally focused on a particular outcome.
#4 - She was excited (albeit probably for purely selfish reasons) about reaching her goal, and it made me want to help her out.
#5 - She had a track record of success...she had already sold 963 trains.
#6 - She was ambitious. She wanted to gain 37 more buys in 1.5 hours and she was determined to get it.

Notice, none of this has to do with the little tots that will receive a toy because of my donation. Granted, if she asked me if I wanted to donate a dollar to "TNT for Terrorists", I would not only have declined, but furtively glanced at her askance and scurried out to become an anonymous tipster.

The important precursor is that I know that the organization does good...but so do a million other non-profits asking for money. I already give to three...my church, the Academy and our WorldVision child in Ecuador (incidentally, I could have just as easily put a dollar in the red pot--the SA is an excellent organization--but that guy looked like he might've been sippin' the juice).

So, in order for me to give...even a dollar...to another charity required more than a good cause, it required positive interpersonal interaction.

Takeaway: People primarily give to, and follow people, not causes.

Action Step: Go back to Leadership Tip 1 and repeat to develop the positive interpersonal interactions referenced today.

Leadership Tip 1.1

1.1 Edification

Yesterday's tip emphasized encouragement as form of edification. Did you do it? Oh come on...you couldn't find one person to compliment or encourage? Oh, you forgot? You were depressed because all the snow is going to disappear just in time for Christmas (around here)?

A general rule of thumb that you ought to follow is this: You are not a victim. There are always circumstances that you control, and in those areas, you are not a victim. Yes, stuff happens...to everyone. Some get it much worse and some have it easier, but there is alway an area in which you are not a victim.

Though I've not read it (I intend to soon), The Diving Bell and the Butterfly is a great example of what I'm talking about. The man suffered a severe stroke leaving him immobile except for blinking one eye. He wrote a book. He would have been justified in being victimized...but he chose what he could control and acted. He was not a victim.

So, are you a victim of your mood, your poor memory or your lack of motivation? You are not a victim. Identify the problem and take specific and routine measures to change. Easy? No, and if you're like me, you'll mess up every day...but you are not a victim.

Takeaway: You are not a victim (did you guess this one?)

Action Step: Go to Leadership Tip 1 and repeat.

Leadership Tip 1

As I sit here, baking* rich chocolaty sweetness for my teachers and staff, I thought of another leadership lesson. I will be starting a periodic series called "Leadership Tips." My sister gave me this idea with her comment...These tips will be random in nature, but organized by labels, so that when you want to see the whole collection of wisdom, just click on the label and you'll see, unrolling before your very eyes, leadership concepts that are stunning in simplicity, applicability and effectiveness when implemented. Here goes...

1. Edify your team members. οἰκοδομή - the act of one who promotes another's growth in Christian wisdom, piety, happiness, holiness.

This requires a sincere desire and motivation to build up your team members, not a schmoozy manipulation. Leadership principles do not have to come naturally to be implemented. As an INTJ, it is not easy for me to remember to build up those who work with me. However, I know this is important, so I delegate much of the ceremonial type remembrances to those who thrive on it and focus on interpersonal edification.

For me, this takes the form of short talks with people, inquiring about how they are doing, being present when someone is talking to me. Being the way I am, I must force myself to stop what I am doing to attend to a need brought to my attention.

There are more pieces to this edification point, but today we'll stop here.

Takeaway: Sincere encouragement builds up your team members.

Action Steps: Identify one person in your sphere of influence today that you will intentionally build up through a positive comment or piece of encouragement. Act. Report Back via comments if you are so inclined.

*When I was a child, my career goal was to be a baker. My best friend did not, despite my cajoling, want to go into business with me. He said something about wanting to be a doctor...what a loser! It is a good thing I am not now a baker, my first batch of cookies are lousy.

Leadership Lessons

10 am

So there I was, engaging in a little posterity investment by playing the role of human jungle gym. I receive a phone call from a parent...your team is warming up to play their game...

You ever have a dream where somehow, someway you just totally missed out on all the preparations for your wedding? You're drunk with sleep and your bride-to-be calls and exclaims in high-pitched tones only a dog (and you) can hear, "WHERE ARE YOU? WE'RE ALL WAITING!" Then somehow, someway you are instantly there all decked out in your birthday suit...so you spend the rest of the time hiding?

No...me neither, but you could dream it...then you'd get a sense of the panic that I experienced earlier today.

Well, to make a long story...I got there after the start of the 3rd quarter, the team started playing with only 5 guys, missing two starters...the reason they were there is because the JV boys had played at 9...we weren't due to play until noon. The call comes at 10. I arrive at the gym at 11:00 (away game, of course). We ended up losing, no surprise because of the circumstances.

As I tell my students, every day is a preparation for leadership. Today, one of my principles of leadership was demonstrated: Communication is one of the hardest and most important areas of leadership. I talked to them about this after the game. Whoever's fault it was...the breakdown in communication produced a cascade of ill effects: the game was a sham because of missing players and coach, the individual players and thus family's schedules and plans are disrupted (which may have its own set of consequences), momentum built from our last win was lost, develops the potential to have ill-will between the people representing the two organizations, the professionalism of both parties can come into question...I could go on.

So, one misplaced phone call or forgotten detail can disrupt and cause dissension. This is on a very small scale. Now apply this to large organizations and the potential for mayhem and disillusionment grows exponentially.

Quality leadership must have a vision and protect it with godly character. However, the leader must also develop a tool chest of skills to implement the vision. Without the tools, the vision lies dormant inside the leader's head, where it does no good to anyone.

In fact, if the vision stays in his head, he ceases to be a leader, either because he will be removed from the leadership position, or (more likely) people will merely cease to follow him. If you fancy yourself a leader, look back. If there's no one following you, you're just taking a walk.