“A-ha” moment: noun – a moment of sudden insight or discovery
We’ve all had an ‘a-ha’ moment. And when we do, we relish the feeling. It’s like a spark that ignites and compels you to remain in that moment of clarity.
The intimacy and immediacy of the work we do with our clients through our myPractice offering often generates a-ha moments for their employees on what they need to do to be better in their role. We offer programs through myPractice aimed at Sales leaders, customer service professionals, and managers from diverse industries. When they complete our programs, they leave with a renewed sense of purpose and clarity for their people and their organizations.
With thousands of hours of myPractice experiences under our belts and over 20 years of data and feedback to reference, we see ‘a-ha’ moments all the time. I want to share the Top 5 ‘A-ha’ moments that I’ve encountered and show you the impact not only on the employee but on their organization, too.
The most frequent realization is that people aren’t truly listening.
It’s easy to convince yourself that you are listening to someone. If you peel the onion on most communication issues, it comes down to our personal filters and the unconscious assumptions we make. We can’t help but respond ‘autobiographically’ to what we hear. We think we see, we think we hear and then we jump to conclusions, which only serves to undermine our active listening. Challenge yourself to really hear what is being said before making any assumptions. Listen without trying to solve the problem, and ask more questions.
“It’s easy to look and nod at someone but to really listen and uncover what it is they truly want? That’s not easy. I think I come across as a trusted advisor when I listen and park all my assumptions so that I can make a good recommendation.” – Financial Advisor, Banking
Most miscommunications stem from not taking the time to truly understand what is being said. When our clients realize that they have not been doing this, they instantly see the negative impact that comes as a result.
The great thing about paraphrasing is that it actually forces you to listen and lets you practice how to summarize what you heard. The added benefit is that your audience will feel heard. People feel validated when they feel heard. Good listening makes people feel important and understood. This is what elevates a relationship to the next level. In essence: Say what you see and say what you hear.
“Repeating back what a stressed person says to me is such a great thing to do! It totally calms the person down because it proves that I was listening and that I heard them. It’s so cool how a simple thing can be so powerful.” – Front Line Customer Service Employee, Transportation Industry
Relationships don’t evolve when an emotional connection has not been made. Recognizing the need to be empathetic clears the path to making that connection.
Many people hear the word ‘empathy’ and glaze over because it is an overused term. Empathy is not about being sorry or having sympathy. It’s about trying to put yourself in someone else’s shoes. If paraphrasing is repeating back the facts, empathy is about paraphrasing the emotions you see or hear. While empathy is not an easy skill to acquire, you can learn to pause and listen and seek to understand through practice.
“Customers don’t open up easily. Making a connection allows me to dive more deeply into personal circumstances. Using empathy can really make a difference with our customers. I need to bring more empathy to balance out the business side of things; to really care for the customer.” – Financial Advisor, Banking
As painful as well designed experiential learning approaches can be for the participant, you need to provide learning environments that reflect your employees’ reality. It’s not easy and requires an experiential learning mindset.
‘Off the shelf’ learning is great for knowledge acquisition but if you seek real skill acquisition and behaviour change, your best course of action is to create realistic simulations that can be experienced and practiced. This allows your employees to feel, viscerally, the impact of their actions – for better or for worse. By offering learning in a safe environment and providing supportive feedback, learners have the freedom to practice a skill, adjust and try again – the key to more ‘a-ha’ moments.
“I really appreciate doing the roleplays. It was a tremendous experience. Thank you for giving us the skills and support to try, fail and grow. These are skills that I will take with me, whether at work, home or at play. Thank you!” – Front Line Customer Service Employee, Transportation Industry
In these days of constant change and an unrelenting focus on the bottom line, it’s not surprising that employees feel less and less supported. The ‘a-ha’ moment for employees comes when they recognize the investment their organization is making in them to become better.
Studies show that when organizations offer training opportunities for employees, job satisfaction and engagement also increases. Training ranks higher than mentoring, sabbaticals and tuition reimbursement. Employees often tell us how grateful they are that their organization is invested in them and how as a result, they feel a renewed investment in their organization. A win/win!
Training does not have to be expensive to be effective. Impact can be made in a short periods of time and with lasting effects.
“I think it’s that our firm has given us training. I think it’s awesome. I’ll work at the skills I have learned and make it a conscious behaviour each day to listen, and let my clients know I’ve heard them.” – Advisor, Travel Industry
Need an ‘a-ha’ moment of your own? Tell me which of the Top 5 interests you most and we will provide you with a free 30-minute practice experience.
Contact us to learn more about myPractice and how we can help your organization.
At Optimus SBR, we regularly keep an eye on public sector developments for our clients. In Ontario, the health care landscape is changing. On February 26th, the government introduced Bill 74, The People’s Health Care Act, 2019. On March 8th, it announced a new board of directors for the “superagency” described in the bill, Ontario Health. This new legislation speaks of “integrated care delivery systems”, one of many emerging models of care organized around people and places. Sometimes called integrated care systems or population health systems, these new models represent a change to how health care is structured and delivered, focusing on defined populations and health outcomes, rather than organizations and services.
In this note, we:
Ontario’s government is not tinkering around the edges when it comes to the health care system – dramatic changes are in progress.
Under the new legislation, Ontario Health is expected to take over system planning and a variety of provincial program roles and responsibilities from many existing entities. And when it comes to population health and integrated care, it is clear that health service providers will be asked to increase collaboration and integration of services through the new integrated care delivery systems, currently called “Ontario Health Teams”. The legislation speaks of these systems as a person, entity, or group of people or entities that have “…the ability to deliver, in an integrated and co-ordinated manner, at least three of the following types of services:
While the last clause provides some wiggle room, there is a clear expectation that health care providers need to work together to provide integrated care.
For health service providers, it is important to:
Start Planning Early – Several organizations have already started planning for the new population health/integrated health care environment. While those that move first will encounter implementation challenges first, they will also learn faster, attract staff that can help them innovate, and likely garner more resources over the long term.
Know What You Can Do – While large structural changes are afoot, you need not wait until all the details are all formally announced and worked out. Planning, scoping, identifying like-minded partners, and analyzing populations and approaches can all be done ahead of time while policy details are being worked out. More on this later.
When people speak about population health and integrated care, the conversation often remains frustratingly vague. And as it gets more specific, one often finds oneself saying, “Sorry, what do you mean exactly?” So rather than pile on the terms with needless consulting jargon, we will take you on a quick tour of the literature we have found helpful in thinking about population health and integrated care systems so that you can press on.
In a population health system, many providers work as a single organization to take accountability for the health needs and well-being of a defined population, by integrating services across multiple domains such as healthcare, prevention, social care and welfare.
Population health systems do more than just treat people once they are ill – they also work to proactively maintain and improve people’s heath through community-based care, education and self-management support.
Apart from being good practice and addressing the links between social determinants of health and health itself, they also work to reduce demand for expensive care settings, like hospitals and long-term care homes.
In 2015, The King’s Fund published a helpful overview of population health systems that distinguishes them from integrated care models. It includes several brief case studies including Kaiser Permanente as well as others from Sweden, New Zealand, and Germany. The key distinction they make is that:
To date, Ontario has pursued a number of initiatives that skirted the line between these two concepts, including redesigning service pathways for specific populations (e.g., Health Links, Integrated Care Collaboratives) and value-based payment models (e.g., Quality-Based Procedures, bundled funding models). But the United States – through Accountable Care Organizations (ACOs) – and the United Kingdom – through Integrated Care Systems (ICSs) – are further down the path toward population health systems.
While structure, scope and approach vary among ACO models (there are now over 1,000 active ACOs in the United States), they share common features and approaches. Successful ACOs tend to be well-coordinated groups of doctors, hospitals, and other care providers who coordinate high-quality care for a defined population across the care continuum. This includes the basic clinical functions of:
Six key features of ACOs have been identified by a group of prominent Canadian researchers, outlined in Figure 1 below: defined populations, triple aim (or quadruple aim) goals, embedded care coordination, electronic health records, networks of providers, and shared savings. Importantly, they note that while many of these features have been present in recent new models of care piloted in various jurisdictions in Canada, no single model has included all features of an ACO model to date.
Figure 1: Six Key Features of ACOs Identified in the North American Observatory on Health Systems and Policies Rapid Review
The United Kingdom’s ICSs include and expand upon the ACO scope, with the intent of collaborating more routinely with local authorities and social care providers to address social determinants of health. While it is early days for ICSs, who have been focused on establishing governance, they are likely to replicate in some manner the six key features of ACOs.
If you are a health system planner or hospital executive, there are certain organizations often held up as models to emulate, like Kaiser Permanente, Intermountain Health, or Geisinger Health System. At Optimus SBR, when they do come up, we caution our clients that it is often forgotten they operate in different environments: different federal/state responsibilities, different contractual relationships with physicians, different funders, and different patients. Local context needs to be considered when adapting these models to Ontario.
Health service providers can start creating population health systems or integrated care models today, and these efforts will be relevant for the most part regardless of what changes occur in Ontario now or in the future. These models are about working in partnership with others to improve the patient experience and deliver care with a population and outcome focus.
To get started, we recommend hospitals and health service providers focus on the items below.
Identify the right role for your organization and get started
Build a network of partners and providers, likely starting with primary care
Segment populations and redesign approaches across care settings
Optimus SBR is an implementation-focused firm that specializes in turning policy into action. Our team has significant experience working with major health care stakeholders, from the MOHLTC, large hospitals, LHINs, home and community care, and community health service providers. We partner to create new models of care, facilitate decision making, and develop proposals for government approval. With our real world health care integration experience, we can get you delivering on the outcomes you need to deliver today.
If you have found this helpful, give us a call, or send us a note.
Terri Lohnes, Senior Vice President and Practice Lead
Terri.Lohnes [@]optimusssbr.com 416.649.6017
David Lynch, Principal
Jason Huehn, Manager
Government of Ontario (2019). Backgrounder: Ontario Health Board of Directors. March 8, 2019. [online: web] URL: https://news.ontario.ca/mohltc/en/2019/03/ontario-health-board-of-directors.html.
 Bill 74, The People’s Health Care Act, 2019, 1st Sess, 42nd Parliament, Ontario, 2019, s.29(2)(a). Italics added.
 Alderwick, Hugh, Chris Ham, and David Buck (2015). Population Health Systems: Going Beyond Integrated Care. London: The King’s Fund. [online: web] URL: https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/population-health-systems-kingsfund-feb15.pdf.
 Muhlestein, David, Robert Saunders, Robert Richards, and Mark McLennan (2018). “Recent Progress In The Value Journey: Growth Of ACOs and Value-Based Payment Models In 2018.” Health Affairs Blog, August 14, 2018. [online: web] URL: https://www.healthaffairs.org/do/10.1377/hblog20180810.481968/full/.
 Peckham, A., D. Rudoler, D. Bhatia, S. Fakim, S. Allin, and G. Marchildon (2018). Accountable Care Organizations and the Canadian Context. Rapid Review 9. Toronto: North American Observatory on Health Systems and Policies. [Online: web] URL: https://ihpme.utoronto.ca/wp-content/uploads/2018/11/NAO-Rapid-Review-9_EN.pdf.
 Charles, Anna, Lillie Wenzel, Matthew Kershaw, Chris Ham, and Nicola Walsh (2018). A Year of Integrated Health Systems: Reviewing the Journey So Far. London: The King’s Fund. [online: web] URL: https://www.kingsfund.org.uk/publications/year-integrated-care-systems
Pivoting When the World Changes: Getting the Most Out of Municipal Service Delivery Reviews in the New COVID-19 Reality
Municipal services matter, and not just the ones that people see. The ones that keep things humming behind the scenes matter too. And never has that been more apparent than during the COVID-19 pandemic.
The Trials and Triumphs of Working From Home
We’re sharing six key learnings we’ve uncovered in our first few weeks of transitioning to a virtual workforce.
COVID-19 – Staying Apart, but Still Working Together
We’re 100% virtual and continue to work with our clients to see them through these uncertain times.
Optimus SBR ranks on The Globe and Mail’s Brand-New Ranking of Canada’s Top Growing Companies
Report on Business and The Globe and Mail released the inaugural list of Canada’s Top Growing Companies and ranked Optimus SBR No. 168.
Optimus SBR Ranks on the Growth 500 for the Seventh Consecutive Year
Canadian Business and Maclean’s magazine released the list of Canada’s Fastest-Growing Companies and ranked Optimus SBR No. 273 on the Growth 500. This is the seventh year that Optimus SBR has ranked on the Growth 500.
Decision Time on Ontario Health Teams: The Changing Ontario Health Care Landscape – Part 2
The Ontario Ministry of Health has made some significant decisions on Ontario Health Teams. For many organizations now, it’s decision time.
Optimus SBR Named as 2019 Great Place to Work
We ranked 27 out of 50 in Canada for businesses between 100-999 employees.
The 6 Surprising Reasons Your Project is at Risk
Minimize risk and promote the advancement of your organization by making change management in your project environment a priority.