The Caregiving Organization's Dilemma

Respect. Aretha knew all about it…. And the fact that getting some can mean the world. I recently had an amazing LIVE training session with one of the organizations I work with. There were some important topics that caregivers had sent me to go over. Topics like difficult shower transfers, handling tough family dynamics, understanding scope of services, inter-caregiver communication… This session was PACKED with really intense and important information and conversations. But the overall theme? RESPECT. And the fact that it goes both ways. We all get that clients need to be respected. They need our empathy. They need us to look deeper to meet their needs. They need us to be proactive, and kind, and compassionate. And, of course, your caregivers actually have the SAME needs. But, they also need something else from you. They need to know you have their back. See, caregivers walk into work every day by themselves. And while the caregiving organization leadership is worried about limi

I was listening to a book recommended to me by the wonderful Judy Cornish, called Getting to Maybe (and, yes, audio books are the only way I can get reading done these days!). Early in the book, there is a discussion about rigidity, and the way it undermines the ability of complex systems to adapt and innovate. This particular point struck home so perfectly, I felt compelled to share it with you. Briefly paraphrased from Getting to Maybe, rigidity (or resistance to change) is one of the greatest barriers to progress faced by any organization, institution, or system. Although rigidity often begins as the stabilized result of years of successful processes and experience, over time, it morphs into inflexible ways of thinking and doing that -at best- hamstring organizations, and -at worst- cause them to fail. Of course, rigidity in an organization can also become established simply through force of habit, lack of better process options, the assumption that things are as good as they

  In the business of private duty home care, the organization leader’s dream is to achieve stable growth and work flow (preferably at 1000 hours/wk or above). In the dream, they sleep peacefully through the night – unafraid of phone calls from caregivers or clients with problems. They waltz casually into the office - knowing that things will be humming along with the efficiency of a well-oiled machine. They meet confidently with prospective clients - describing with pride the level of care they know they can provide and exactly how they will do it. They review their financials with certainty – knowing what they should expect… and when. Their spouses greet them at the door each evening with kisses and cocktails! Their children are well behaved geniuses who mine Bitcoin! They…. Okay, I may have gotten carried away there at the end… but in the dream, they do get to GO ON VACATION. If you’re reading this with stars in your eyes, there are a couple things you should know. 1.        T

Get ready for a blog that is going to be distinctly un-sexy (disappointing, I know. Especially for a Friday post!). In a blog committed to the deep examination of how caregiving businesses can run more efficiently, safely, AND profitably (by increasing QUALITY!), we have come to a subject most might prefer to avoid thinking about. Lost. Time. Accidents. If these are words you’ve never heard before, let me explain. A lost time accident is when an injury occurs on the job that causes a loss of productivity. Lost time accidents are recorded in many industries, like manufacturing, as a matter of course. Why? Because it helps organizations to track how safety is impacting their bottom line. Usually, a lost time accident is recorded when an employee is injured such that they can’t return immediately to work. In caregiver organizations, however, it needs to be defined a little differently. Why? Because in any caregiver interaction, there are AT LEAST TWO people who could be injured and

The home care industry has been through A LOT since the start of the pandemic 1 year ago. To say it has been a wild ride doesn’t even come CLOSE to describing   the rollercoaster businesses, caregivers, and clients have been on. Now, there are some new shake-ups on the horizon, as President Biden proposes a 400 BILLION dollar investment in home based and community care, and the people who provide it. So, what could that mean for home care organization owners? First, there’s a good to great chance that an increase in funding will mean an increase in demand (which has already been growing rapidly for many home care organizations as a result of COVID). If you’re a home care owner trying to grow… This. Is. Awesome. But… as any business owner knows growth comes with its challenges. Primarily, HOW are you going to RECRUIT and RETAIN caregivers in an increasingly competitive employment market? There is already fierce competition amongst home care organizations to tap into the small supply

Business owners are rightfully concerned about the bottom line. If you aren’t profitable, you can’t grow. Maybe more pressing, if you don’t make money, you can’t serve the people you are trying to serve, you can’t pay your employees…. you certainly can’t pay yourself! So, it makes sense that when business people encounter new potential costs, they want to avoid them (no matter how small). But what happens when the avoidance of perceived costs leads to avoidance of innovation and new solutions? When long term financial gain is sacrificed over fear of up-front investment? How does that effect long term goals, growth, finances, and values of an organization? Examples of the consequences of short sighted or fear-based decision making in business are not hard to come by, and trust me, I’ve been there myself. It’s hard to look towards big goals and the future when you’re drowning in day-to-day tasks and bills are on the way. Home or senior care organizations are frequently so buried