1. Greetings Nick Szubiak, MSW, LCSW Integrated Health Consultant
National Council for Behavioral Health
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2. SBIRT Supervisor Retreat
Agenda
SBIRT Supervisor Retreat
I Introduction: Safe Space
II If you could take one skill, tool, intervention, etc.?? – and bring it back to your department ….What would it be?
III Build our Agenda
How can we improve outcomes?
What is the data teaching us?
What tools do you need to motivate your staff?
Brainstorm: Why are we seeing this data?
IV Supervisory skills to be effective (SBIRT)
V Action Plan (Plan Do Study Act)

3. Supervisors Retreat

4. II What do you want? Need?
If you could take one skill, tool, intervention, etc.?? – and bring it back to your department ….What would it be?

5. III Build our Agenda How can we improve outcomes?
What is the data teaching us?
What tools do you need to motivate your staff?
Why are we seeing this data?

6. IV Supervisory skills to be effective (SBIRT)

7. Culture Change

8. SUPERVISORS
CONTENT UNDERSTANDING COMMUNICATION OF WORKFLOWS TEACHING NEW SKILLS LEADING YOUR TEAM

9. What Matters Most?
Pay or Benefits Commitment to the mission Relationship between employees and direct supervisors
What does a good relationship between employees and direct supervisors like? – Nick asks, Jake scribes

10. What Workforce Wants: Fabulous Rock Star Bosses
Reasonable compensation
Ability to do excellent work
Professional and personal
balance
Healthy relationships
Chance to grow
Sense of meaning
Fabulous Rock Star Bosses

11. You are the Catalyst “Walk the Walk” as a way to “Teach the Talk”
Power of Influence
Visibility
Teaching Opportunity

12. It’s a Process NOT a Program
Slow/Ongoing – Build Structure
Change is all about managing the changes
1. If you read my
2. As I said in the staff meeting
When we discussed the pt
If you saw the memo in your box
I posted this on the bulletin board
Presented in the training
When we discussed this in our huddle
In supervision
Really???? 8 Times?? Really????
Behaviors and Practices are Teaching Moments

13. Clear & High Expectations
Expect quality
Define it
Talk about it
Recognize and praise it
Encourage it
Build it from strengths
Assume people want to grow, even if they don’t exactly know how.
Expect lots of mistakes and learn from them.
What gets in the way of clear and high expectations?
JAKE BEEF UP
NICK:
99% of people want to do a good job. Fall into negativity trap.
CHECK YOUR NARRATIVE/FUNDAMENTAL ATTRIBUTION ERROR: Be aware of judgments of what we think employees’ motivations are.
Don’t let you interpretations get out of control. Gracious with clients, not so much with colleagues.
Caveat: DOESN’T MEAN YOU DON’T HOLD PEOPLE ACCOUNTABLE
Most people want to be successful and valued at work and they want opportunities at work to grow and
develop. In fact, research shows that the most successful organizations embrace a high quality culture and
actively encourage people to stretch, learn, grow, and develop on an ongoing basis. The best organizations
don’t expect perfection; in fact, they accept massive mistakes if those efforts were in the spirit of ever increasing
quality and improvement. Yet they encourage, reward, and celebrate excellence.

14. Plan Do Study Act
11/17/2018

15. Take One Thing and Do It!

16. Thank YOU! Nick Szubiak, MSW, LCSW Integrated Health Consultant
National Council for Behavioral Health
LinkedIn