2015 Presentations


Day One Tuesday September 22
Day Two Wednesday September 23
Day Three Thursday September 24
9:45 am - 11:15 am

How To Negotiate An Executive Compensation Package - Exclusive CEO Session

Classroom Workshop

As many executives can tell you, merit alone cannot always guarantee a strong compensation package – in many circumstances it comes down to the power of negotiation. But what are the considerations? How has the compensation landscape changed? And how can you assure that you find the best possible package for both you and the organization you are serving? In this unique session designed exclusively for Chief Executives, Dr. Stuart Meyers, President of The Meyers Group, will lead a discussion on everything executives need to consider when negotiating a compensation package.

Howard Shiffman

Senior Associate, OPEN MINDS

Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.

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Stuart I. Meyers, M.B.A., Ed.D.

President, The Meyers Group

Prior to joining Management Recruiters in September 1995, Dr. Meyers had over thirty years of health care experience in both the for-profit and not-for-profit sectors, including roles as a psychiatric hospital CEO, Community Mental Health Center CEO, VP of a Managed Care organization, and a licensed psychologist.

Stuart has experience in working with behavioral health, primary care associations, integrated delivery systems & "medical homes", medical/surgical, managed care and public sector companies, and rehab systems, and has held senior level positions in a number of national provider and managed care organizations. He has an intimate knowledge of the health care field, and has developed close relationships within each of these sectors, thus enabling him to bring high quality, cost efficient solutions to his client's staffing needs. In addition, Stuart has specialized in assisting Boards of Directors and CEOs in a Succession Planning process that insures seamless transitions in key leadership positions.

In each of his eighteen years in the executive recruitment field, Stuart has been ranked either in the "Top Ten" or top 10% of more than 4,000 MRI recruiters in the nation, a reflection of his ability to be responsive to his clients’ needs and his intimate familiarity with the health care industry. Stuart’s decision to name the practice after himself is a demonstration of his own deep personal commitment to his clients and candidates by putting his own reputation "on the line."

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9:45 am - 12:15 pm

Positioning For Success - General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg

Battlefield Tour

General John Buford played a critical role in the first day of the battle of Gettysburg; his defense of the “high ground” set the stage for the Union’s eventual victory over the Confederate army. General Buford believed that a leader’s duty is to ensure their team is “positioned and prepared” for the challenges ahead – a good lesson for any leader, whether in the midst of a battle or in the midst of health care reform.

Before the start of the Battle of Gettysburg, General Buford’s troops were some of the first Union forces to enter the town of Gettysburg. Recognizing that he was facing a large concentration of Confederate troops, General Buford had positioned his forces to maintain the high ground of Cemetery Hill, South of Gettysburg, where they were able to hold off the Confederates until reinforcements could arrive. By maintaining the tactically superior position in Gettysburg for the Union, General Buford set in motion the eventual victory over the South at Gettysburg. General Buford’s case study highlights the importance of strategic positioning and anticipatory leadership.

During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour of the important sites of day one of the Battle of Gettysburg. This session will include a review of General Buford’s actions, a discussion of the history of the battlefield sites, and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to General John Buford and the Battle of Gettysburg will be made available to attendees.

Lora Perry

Senior Associate, OPEN MINDS

Bio Coming Soon!

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4:00 pm - 5:00 pm

General John Buford & Finding The Strategic Advantage: Positioning & Preparation For Value-Based Purchasing In A Shifting Health Care Market

Classroom Workshop

Through group discussion and a case study, this session explores how General Buford, when facing a superior force, was able to make quick decisions under pressure to allow Union troops the time to gain a foothold at strategically important positions. In this presentation, we will analyze General Buford’s anticipatory leadership style and the challenges of decision making under pressure. For executives in service provider organizations, finding the competitive advantage in a turbulent market is the strategic question that your organization needs to find a way to answer. This requires executives to think ahead and act proactively – often once a change has arrived, it’s too late to react. Just as General Buford anticipated the field of battle, today’s health and human service market requires organizations anticipate the shifts in the market.

This classroom session corresponds with the day's battlefield tours, "Positioning For Success – General John Buford & The High Ground: The Beginning Of The Battle Of Gettysburg." The session will begin with a brief overview of General John Buford’s actions during the Battle of Gettysburg, followed by a presentation and discussion about the lessons health and human service executives can take away from his leadership decisions.

Lora Perry

Senior Associate, OPEN MINDS

Bio Coming Soon!

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9:45 am - 12:00 pm

Diversification & New Service Line Development

Classroom Workshop

Diversification is an issue that looms large for the management teams of many provider organizations. Most organizations in the field have an unhealthy reliance on one payer – or one consumer group. This is a strategic vulnerability if that one payer changes policies or reimbursement rates (or consumer preferences change). To be successful in the long run, management teams should be thinking about the balance of their service line portfolio – and consider new payers, new consumers, and new services as options for diversification. So, the question is – how do you develop a revenue diversification plan? During this workshop, we will  discuss all the options for revenue diversification, as well as a structured process for assessing diversification options and developing new service lines. In addition to a presentation on new service line development, this workshop will include small group exercises and large group discussions.

Joseph P. Naughton-Travers, EdM

Senior Associate, OPEN MINDS

Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.

Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics.  Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.

Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.

He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.

Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.

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9:45 am - 11:15 am

Managing Your Boards Of Directors: Strategic Advice For CEOs

Classroom Workshop

Conventional wisdom tells us that the major roles of the board are to define the mission, hire, supervise, and evaluate the CEO to carry out the mission, strategically plan, assure fiscal responsibility, fundraise, and promote the organization in the community. But in the health care environment of today, more may be required. CEOs must consider ways to keep their boards involved, energized, and supportive of the rapid changes needed for today’s behavioral health and human services programs to be competitive and to thrive. In this discussion, our experts will discuss ways for CEOs to step out of the conventional patterns of working with their board, and how to ensure that they can gather their support to meet the new requirements and changes organizations are facing in today’s marketplace.

Howard Shiffman

Senior Associate, OPEN MINDS

Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.

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1:30 pm - 4:00 pm

The Leadership Council for Children's Services: Children's Services Round Table

Invitation Only

This special session is for members of The Leadership Council for Children's Services, A Children's Services Sustainability Collaboration of OPEN MINDS & The Child Welfare League of America

In today's children's services market, innovation is the organizational ingredient required to better serve our children, and the organizations that are willing to venture outside of their comfort zone will be the ones that ultimately find their place in the marketplace and achieve the competitive advantage over their competition. In this important round table discussion, members of the Leadership Council for Children's Services will come together for a discussion of the biggest issues affecting the children's services market. With the help of service provider organizations and industry thought leaders, we've developed a list of of the five most important issues shaping a new model for “best practice” in the field:

  1. Child welfare and behavioral health organizations need to “integrate”
  2. New services are essential to meet new payer and consumer needs
  3. Service delivery needs to be seamless
  4. Outcomes improvement is possible through coordination
  5. Cross training of stakeholders is key to successful launch of “integrated” and “coordinated” service delivery

These issues will shape the afternoon's discussion, where you will have a chance to hear from your fellow executives - and share your own organization's challenges and triumphs. Current members of the Leadership Council for Children's Services will receive additional details about this session via email.  If you are interested in joining the Leadership Council for Children's Services, please visit www.openminds.com/leadership-council/.

Howard Shiffman

Senior Associate, OPEN MINDS

Mr. Shiffman has over 30 years of successful organizational and business experience in human service fields including expertise in executive management, strategic planning, business development, finance, marketing, market intelligence research, fundraising, and board development. He has hands-on expertise that comes from successful management and consulting with a number of programs. Prior to joining OPEN MINDS Mr. Shiffman served as Chief Executive Officer of Griffith Centers for Children, a COA-accredited, full-service treatment program for severely troubled youth and their families. He also developed one of the first offense-specific sex offender program in the United States.

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8:30 am - 9:30 am

What’s Your Leadership Strategy? The Challenges Of Leadership In A Time Of Innovation

Plenary Address

In today's market, there are a lot of “strategies” that health and human service organizations need to employ. Business strategies, tech strategies, human resource strategies, managed care strategies, merger and acquisition strategies all must fit together into an overall strategy and are important pieces for governing your organization’s path to the future. But during strategic meetings, there is one strategy that isn’t often discussed – leadership. While personal leadership is an important cornerstone to success or failure of any organization, high-performing organizations also have a strategy that is based on developing a leadership culture – and careful and continuous development of leadership at all levels. During this keynote session, OPEN MINDS Chief Executive Officer Monica E. Oss will discuss both the importance of developing personal leadership skills and habits and implementing a leadership strategy for the entire organization.

Monica E. Oss

Chief Executive Officer, OPEN MINDS

Monica E. Oss, M.S., Chief Executive Officer and Senior Associate, is the founder of OPEN MINDS. For the past three decades, Ms. Oss has led the OPEN MINDS team and its research on health and human service market trends and its national consulting practice. Ms. Oss is well known for her numerous books and articles focused on the strategic and marketing implications of the evolving health and human service field. She has unique expertise in payer financing models, provider rate setting, and service pricing. She has led numerous engagements with state Medicaid plans, county governments, private insurers, managed care programs, service provider organizations, technology vendors, neurotechnology and pharmaceutical organizations, and investment banking firms – with a focus on the implications of financing changes on delivery system design.

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9:45 am - 12:00 pm

Succession Planning: The Key To Long-Term Leadership Success

Classroom Workshop

Succession planning has long been an overlooked issue in health care in general, and the behavioral health and social service field specifically, yet it is arguably the industry where succession planning is the most important. With high turnover rates in non-profit executives, employees who are far less likely to be committed to one organization, a market with radical changes in job requirements and skill sets, and intense-competition comes from both inside and outside the industry, keeping a high-performing team of executives in place is a challenge with few historical precedents. In this environment, how do you assure continuity in leadership and organizational competency, and avoid the financial implications that can range from catastrophic to fatal? The answer: craft a succession plan for replacing key executive and management team members. In this essential session, we'll discuss the key steps to implementing a succession plan for your management team, including a look at how to develop a replacement plan and selection process for the CEO position and how to create a staff development system and recruitment plan to address skill and knowledge gaps within your organization.

Stuart I. Meyers, M.B.A., Ed.D.

President, The Meyers Group

Prior to joining Management Recruiters in September 1995, Dr. Meyers had over thirty years of health care experience in both the for-profit and not-for-profit sectors, including roles as a psychiatric hospital CEO, Community Mental Health Center CEO, VP of a Managed Care organization, and a licensed psychologist.

Stuart has experience in working with behavioral health, primary care associations, integrated delivery systems & "medical homes", medical/surgical, managed care and public sector companies, and rehab systems, and has held senior level positions in a number of national provider and managed care organizations. He has an intimate knowledge of the health care field, and has developed close relationships within each of these sectors, thus enabling him to bring high quality, cost efficient solutions to his client's staffing needs. In addition, Stuart has specialized in assisting Boards of Directors and CEOs in a Succession Planning process that insures seamless transitions in key leadership positions.

In each of his eighteen years in the executive recruitment field, Stuart has been ranked either in the "Top Ten" or top 10% of more than 4,000 MRI recruiters in the nation, a reflection of his ability to be responsive to his clients’ needs and his intimate familiarity with the health care industry. Stuart’s decision to name the practice after himself is a demonstration of his own deep personal commitment to his clients and candidates by putting his own reputation "on the line."

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Robert D. Cartia, M.B.A., M.A., LISAC

Former Chief Executive Officer, Spectrum Health Care

Coming Soon!

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April Razo, LAMFT

Chief Executive Officer, Spectrum Healthcare

Coming Soon!

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John M. Sheehan, M.B.A.

Chief Executive Officer, Harbor Behavioral Health

John M. Sheehan currently serves as Chief Executive Officer for Harbor since August, 2013. Prior to joining Harbor he was a consultant for All Tier Health Care Consulting (2011-2013) working on health care integration projects for various organizations around the country. Mr. Sheehan served as Vice President of Behavioral Health Services for BayCare Health System
(Clearwater, FL) from 2001 - 2011. In his position at BayCare, he reported to the System President and oversaw community and hospital based behavioral health operations which included 250 inpatient beds and 43 outpatient treatment sites covering 5 counties in west central Florida. Mr. Sheehan was responsible for the administration of programs with annual revenues of approximately $75 million and 800+ employees. John also has experience in being the Director of Case Management (Assertive Community Treatment) and as a federal grant writer.

Mr. Sheehan received his undergraduate degree from Florida State University and his Masters in Business Administration from the University of Phoenix. John holds a certification as a Six Sigma Green Belt.

John has over 20 years experience in the health and human services arena and has refined his knowledge, skills and abilities in the areas of defining and measuring clinical excellence, strategic planning, growth, operational performance and human resources management. As the current Chief Executive Officer of Harbor, Mr. Sheehan has grown the company through a
merger with Behavioral Connections of Wood County, expanding services to cover Lucas, Defiance, and Wood counties. His leadership has helped Harbor form a Joint Operating Company with ProMedica Health System in order to enhance care through a more integrated, coordinated healthcare model and meet growing community mental health needs. Mr. Sheehan is married to Bethany and they have three children Hannah, Jack and Gabrielle.

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9:45 am - 12:15 pm

Leading In Times Of Uncertainty - Generals Lee & Longstreet At Pickett's Charge: The High-Water Mark Of The Confederacy

Battlefield Tour

Pickett’s Charge may be the most infamous incident at the Battle of Gettysburg. We will retrace the steps of General Robert E. Lee and General James Longstreet as they made the decisions that would ultimately determine not only the outcome of the Battle of Gettysburg, but possibly the ultimate outcome of the Civil War.

On the final day of the Battle of Gettysburg, the commander of the entire Confederate army, General Robert E. Lee found himself at odds with his trusted commander, General James Longstreet. General Lee lacked solid intelligence on the Union’s strength, size, and positional advantage; which led him to make the fateful decision to launch an infantry assault on the center of the Union line at Cemetery Ridge – despite the protests of General Longstreet. The assault required the Confederate troops to march nearly a mile over an open field and to climb over several fences under open fire from the Union line. This disastrous end to the battle resulted in a fifty percent casualty rate among the Confederate troops, and is seen as not only the decisive end to the Battle of Gettysburg, but also the turning point in the Civil War.

During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour across the field where Pickett’s Charge took place. This session will include a review of Generals Lee and Longstreet’s relationship and decisionmaking styles and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to Generals Lee and Longstreet and the Battle of Gettysburg will be made available to attendees.

Joseph P. Naughton-Travers, EdM

Senior Associate, OPEN MINDS

Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.

Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics.  Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.

Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.

He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.

Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.

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1:30 pm - 4:00 pm

Leading In Times Of Uncertainty - Generals Lee & Longstreet At Pickett's Charge: The High-Water Mark Of The Confederacy (Repeat)

Battlefield Tour

Pickett’s Charge may be the most infamous incident at the Battle of Gettysburg. We will retrace the steps of General Robert E. Lee and General James Longstreet as they made the decisions that would ultimately determine not only the outcome of the Battle of Gettysburg, but possibly the ultimate outcome of the Civil War.

On the final day of the Battle of Gettysburg, the commander of the entire Confederate army, General Robert E. Lee found himself at odds with his trusted commander, General James Longstreet. General Lee lacked solid intelligence on the Union’s strength, size, and positional advantage; which led him to make the fateful decision to launch an infantry assault on the center of the Union line at Cemetery Ridge – despite the protests of General Longstreet. The assault required the Confederate troops to march nearly a mile over an open field and to climb over several fences under open fire from the Union line. This disastrous end to the battle resulted in a fifty percent casualty rate among the Confederate troops, and is seen as not only the decisive end to the Battle of Gettysburg, but also the turning point in the Civil War.

During this session, we will take a bus to the Gettysburg National Military Park, where licensed battlefield guide Robert Prosperi will lead a tour across the field where Pickett’s Charge took place. This session will include a review of Generals Lee and Longstreet’s relationship and decisionmaking styles and time for questions and discussion with our guide. To provide the proper context for this session, a handout including a brief introduction to Generals Lee and Longstreet and the Battle of Gettysburg will be made available to attendees.

Joseph P. Naughton-Travers, EdM

Senior Associate, OPEN MINDS

Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.

Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics.  Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.

Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.

He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.

Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.

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1:30 pm - 2:30 pm

Talent Management: Getting The Most From Your Human Capital

Classroom Workshop

In an increasingly competitive market, it can be difficult to both recruit and retain the perfect team for your organization. The reality of the health and human service market is that labor costs are the largest component of our budgets - meaning that it is essential to find the right people, utilize their skills effectively, and retain the staff members who you have invested time and money into developing. Join us for this important session where we will discuss the essential human resource competencies that your organization needs to succeed and strategies for managing and retaining your top talent.

Lora Perry

Senior Associate, OPEN MINDS

Bio Coming Soon!

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2:45 pm - 3:45 pm

What Is Your Social Media Plan? An Executive Guide

Classroom Workshop

With health care reform creating more choices for consumers, the effectiveness of a provider organization’s website and “online presence” (ranking, reputation, social media buzz, etc.) is more important than ever. Regardless of whether you are trying to draw in new consumers or build long-lasting relationships with existing consumers, how you’re being perceived online will be a determining factor in your success. Join us for this interactive session where we will explore best practices in online consumer marketing and hear from health and human service provider organizations doing it right.

Timothy Snyder, Jr.

Chief Marketing Officer, OPEN MINDS

Timothy G. Snyder, Jr. brings a unique combination of marketing, business development, and online media expertise to OPEN MINDS. Since joining our team in 2008, Mr. Snyder has led dozens of strategic marketing and sales-focused projects, including comprehensive product launch initiatives, corporate re-branding/positioning projects, and website/online marketing programs for some of the largest and most influential pharmaceutical and technology organizations in the health and human service field.

In addition to his work in the consulting practice, Mr. Snyder has executive responsibility for the marketing, web site, public relations, and sales divisions of OPEN MINDS.

Mr. Snyder has been instrumental in developing cutting edge content marketing programs for OPEN MINDS customers.  He is able to translate branding and marketing positioning strategy into market-sector appropriate content campaigns.

In addition, Mr. Snyder brings a broad knowledge of content campaign platforms.  His work includes leverage of traditional print media and printed educational material.  He has designed educational curriculum outreach – in on-site formats and synchronous and asynchronous web-based curriculum models.   In his work, he has designed dozens of web sites to support content campaigns – and worked with them from conceptualization, design, development, and launch.   He has led the development of multiple-platform social media campaigns, customized apps, YouTube channels, and podcast initiatives.

Mr. Snyder has spoken at numerous conferences and has published dozens of articles and resources on the growing importance of marketing and online branding in the new consumer-driven health and human service marketplace.    He developed OPEN MINDS marketing planning and web marketing curriculum.   In addition, he created OPEN MINDS assessment of organizational online presence.

Prior to joining OPEN MINDS, Mr. Snyder worked as an independent marketing consultant for multiple government agencies and provider organizations—specializing in online marketing strategy, campaign design and execution, event promotion, and social media integration. While completing his degree, Mr. Snyder also worked as a web developer and website manager —specializing in search engine optimization.

Mr. Snyder is a graduate of  Shippensburg University, where he earned a Bachelor’s Degree in both marketing communications and business management.

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4:00 pm - 5:00 pm

Pickett's Charge & Situational Leadership: How To Motivate Your Team To Meet Your Organization's Strategic Goals

Classroom Workshop

This session takes a close look at the roles of the leader and followers and their effect on a leader’s decisions through a case study and group discussions. We will bring to life both General Robert E. Lee’s and General James Longstreet’s leadership styles as they led the South’s valiant last stand at Gettysburg. We will discuss the importance of emotional intelligence and communication for managers – and tactics for leading and motivating your team in any situation.

This classroom session corresponds with the day's battlefield tours, “Leading In Times Of Uncertainty – Generals Lee & Longstreet At Pickett’s Charge: The High-Water Mark Of The Confederacy.” The session will begin with a brief overview of Pickett’s Charge, followed by a presentation and discussion about the lessons health and human service executives can take away from the leadership decisions made on the third and final day of the battle.

Joseph P. Naughton-Travers, EdM

Senior Associate, OPEN MINDS

Joseph P. Naughton-Travers, Ed.M., Senior Associate, has more than 30 years of experience in the health and human service field. In this tenure as senior associate with OPEN MINDS since 1998, he has served as lead of dozens of client initiatives, served as editor of OPEN MINDS publications, and is the author of many groundbreaking articles and presentations.

Mr. Naughton-Travers brings to OPEN MINDS a broad range of experiences in private and public sector delivery of behavioral health and social services. He started his career as a behavioral health clinician, working in both child welfare and community mental health clinic settings. Subsequently, Mr. Naughton-Travers held a senior business operations management position for a psychiatric hospital system and its community mental health clinics.  Later, he was vice president of a firm specializing in information systems and billing and receivables management for community-based mental health programs.

Since joining OPEN MINDS, Mr. Naughton-Travers has developed business solutions for provider and professional organizations, state and county government, technology companies, and venture capital firms. His primary areas of expertise include strategic planning and metrics-based management, electronic health record (EHR) and technology selection and implementation, operations improvement, and corporate compliance. For the past decade, over half his consulting practice has focused on aiding organizations in technology selection and implementation, including all aspects of strategic technology planning, functional specifications development, request for proposal development, vendor selection, and contracting.

He has written numerous articles, including “Winning the Human Resource Wars: Tried, True and New Strategies for Behavioral Health and Social Service Organizations,” “Five Pillars of Management Competency,” “Data Driven Decision Making: Moving to an Organizational Measurement Culture,” “Survival of the Smartest: What is Your Organization’s Information Literacy IQ?,” and “Strategic Human Resource Management: Aligning Compensation with Employee Performance and Organizational Strategy.” Mr. Naughton-Travers is also a nationally recognized speaker, having conducted hundreds of executive and professional executive training events around the nation.

Mr. Naughton-Travers received his Bachelor’s degree from Miami University of Ohio and his Masters’ of Education in Counseling Psychology from Boston University.

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