What Major Tom Taught MeWhat Major Tom Taught Me https://c-suitenetwork.com/advisors/wp-content/themes/csadvisore/images/empty/thumbnail.jpg 150 150 Craig Lack https://secure.gravatar.com/avatar/756907838f8e34c842110f3c423c9d11?s=96&d=mm&r=g
Floating weightless; drifting, falling. The concept isn’t only a phrase from an awesome ‘80s song*, it describes the unnatural, frictionless, fleeting feeling of zero gravity that the vast majority of the 7 billion humans anchored to Earth rarely get to experience.
Certainly, that brief moment during takeoff on an airline flight when one momentarily experiences the feeling of zero gravity offers a glimpse of the world’s infinite possibilities. Whenever I buckle up for takeoff, I’m reminded that our world is not bound by rules and limits if we only look beyond; time and time again, we have learned that our achievements are limited only by our ability to conceive what is possible.
Seizing possibilities, or failing to do so, is what occurs in many organizations where, year after year, task managers execute ineffective health plan tactics while attempting to recast past failings as a success. Inevitably, comparisons are used as validation to deflect from exposing the truth. The C-Suite mistakenly believes that gravity cannot be overcome so they accept the traditional assumption that health care costs, like gravity, must keep weighing us down with increases upon increases. Such myopia is just one cause of the status quo. Future-ready CFOs know that change is what keeps them linked to success.
Unfortunately, conforming to the known, fear of change and doggedly following the path of least resistance are hallmarks of health care risk management. The habitual health plan manager mindset usually sounds like some version of “not enough time,” “not enough need,” “my employees won’t understand” or ”sorry, this isn’t a good fit.”
C-Suite leadership is lacking because they fail to recognize that the entrenched incrementalism perpetuated by their health plan managers and the costly blind spots caused by the illusions and activities of “best practices” are limiting their ability to soar. Well-intentioned activities and execution of low-impact tactics are the focus of most managers, but they have little or no major measurable savings or P&L accountability. The proof: bottom-line profits lost to over-funding, overpaying and over-insuring the health plan.
Managers and their brokers typically major in minor things.
The “requested data” is compelling: Can the C-Suite get more engaged and stop executing failed health care tactics that waste valuable cash flow and lose money? Do your health plan metrics measure accountability? Is health care a competitive advantage for your organization? Absolutely.
The real countdown starts when you learn how to recapture your lost profits and focus on measurable strategies that take your bottom line to the stratosphere. Let us show you how companies like yours can benefit from the boost of performance-based consulting.
*Major Tom by Peter Schilling, 1989.
Craig Lack uses Performance Based Health Plans® to help publicly traded and privately held
self-funded medical plans nationwide. According to Inc., Lack is the most effective consultant
you’ve never heard of. To reach Craig Lack, just go to www.meetme.so/craiglack.