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Meeting the Leadership Challenge in Long-Term Care
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Review
Farrell is director of organizational development for a private nursing home management firm in California. Here, he offers a practical field guide for administrators, directors of nursing, corporate regional staff, and other long-term care leaders, emphasizing that managers must connect to the human needs of staff. The book begins with Farrell's account of a year of transformation in one nursing home, based on his real-life journals. The second part of the book gives detailed, practical techniques for preventing absenteeism and high staff turnover and for rewarding staff for stability and dependability. The third section gives suggestions for integrating quality improvement, individualized care, and workplace stability practices, using leadership examples from real nursing homes. A final chapter explains the negative impact of common practices such as 'drive-by consulting.' An appendix offers a method for tracking absenteeism. (Annotation ©2011 Book News Inc. Portland, OR) (Book News, Inc. Reviews 2011-06-08)To anyone familiar with culture change, the names David Farrell, Cathie Brady and Barbara Frank are well known. These leaders have helped to cast a vision for enlightened approaches to transforming nursing homes into dynamic centers for residents and employees alike. They now have pooled their wisdom in a new book that helps NHAs, DONs, and other leaders to improve their performance. Meeting the Leadership Challenge in Long-Term Care: What You Do Matters combines practical experience with current leadership theory to offer a guide to addressing major challenges that nursing homes face. Practical approaches are offered on staff recruitment and retention, team development, leadership development, quality improvement, and satisfaction improvement. AALTCN commends the authors (who also have been good supporters of the association!) for this important contribution to the advancement of LTC leadership. To learn more or to order the book visit: www.healthpropress.com (American Association for Long Term Care Nursing Reviews 2011-09-14)AALTCN commends the authors for this important contribution to the advancement of LTC leadership. (American Association of Long Term Care Nurses Reviews 2011-09-14)David Farrell was fired by the first nursing home administrator he ever worked for. His intolerable indiscretion? Visiting facility residents because he enjoyed their company, while not “on the clock†as a nurse’s aide.Farrell has now been a licensed nursing home administrator for twenty-five years, and he is a recognized leader in improving quality and creating change through positive example. Together with Cathie Brady and Barbara Frank―also veterans in improving nursing home quality and culture―Farrell has produced an unusually practical and encouraging guide for nursing home administrators and directors of nursing. Farrell calls them “the unseen, hands-on leaders who mentor 1.3 million workers in the art of caring for older adults.†He provides a range of insights for anyone interested in the ins and outs of long-term care.The stage is set by a personal journal―it makes up about one-quarter of the book―documenting a year during which Farrell oversees the transformation of an unnamed dysfunctional and disheveled facility. He candidly records the strategies he employed (each is fully described in later sections) and the enormity of the changes produced. Among them were signs of progress that every survey team and chief financial officer want to see, including major declines in staff turnover, drops in patients’ pressure ulcers acquired in the facility, and substantial increases in the occupancy rate and profit margin.But the important message in the journal isn’t so much that objective measures of success were achieved, but how. In the authors’ view, they flowed logically from transformations in working relationships, guiding values, and key processes. Beginning at the top, changes created what the authors call a “positive spillover†effect.Grounded in a combination of clearheaded observation and research, some changes were consistent with accepted practices, like implementing employee recognition programs and making sure not to assign work shifts during people’s scheduled absences. Others overturned deeply held but ultimately counterproductive “wisdom,†such as paying aides more when they were covering for absentee colleagues (actually a perverse incentive to miss one’s own shifts) and ignoring personal circumstances outside the workplace (they can affect job performance, and the employee assistance program might help).Meeting the Leadership Challenge in Long-Term Care provides straightforward, no-nonsense guidance for nursing home leaders and will help corporate officers to whom they report―and many others―appreciate their true value. (Health Affairs Reviews 2011-10-06)Meeting the Leadership Challenge in Long-Term Care provides straightforward, no-nonsense guidance for nursing home leaders and will help corporate officers to whom they report―and many others―appreciate their true value. (Health Affairs Reviews 2011-10-06)
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About the Author
David Farrell, M.S.W., L.N.H.A., is Director of Organizational Development and Regional Director of Operations for a private nursing home management firm in California. He has served as a licensed nursing home administrator in the long-term care profession for 25 years. As a nationally known leader in quality improvement and culture change, Farrell has documented the business case for providing a positive work environment and translated research about good leadership into daily practice. A published author and former board member of the Pioneer Network, he has delivered inspiring presentations to long-term care leaders at state conferences and corporate training events in nearly every state. While working for state Quality Improvement Organizations, he played a lead role in the National Nursing Home Quality Initiative. Farrell also served on the faculty team for the national Improving the Nursing Home Culture project involving QIOs and national nursing home corporations in 21 states. He has advised the Centers for Medicare and Medicaid Services on quality improvement and culture change.
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Product details
Paperback: 336 pages
Publisher: Health Professions Press; 1 edition (March 25, 2011)
Language: English
ISBN-10: 1932529705
ISBN-13: 978-1932529708
Product Dimensions:
6 x 0.9 x 8.9 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
5.0 out of 5 stars
11 customer reviews
Amazon Best Sellers Rank:
#288,752 in Books (See Top 100 in Books)
This is a great book for LTC Administrators and DONs. I think even corporate leadership should read this book. Great ideas and lessons to be learned or polished when running a facility!
I am still in the process of reading this book. I really enjoy reading about his day-to-day struggles and some of the solutions he comes up with. I can relate to so many of these challenges. It is really difficult to put down when I do get a chance to sit down and read. Very realistic.
This book contains lots of great ideas and best practices for leaders in Long Term Care. A must read for nursing home administrators. This book will get you out of your office and into the halls of your nursing home with many tools for successful outcomes.
This was an easy reading book.
All DONs & Administrators of SNFs should read.
Great book for any nursing home administrator or student looking to acquire more info in the field.
These authors are the best at resident-directed care. This book is a blue print for anyone working in LTC.
Very Good Book.
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