Kelly Dieppa, Vice President Disability & Leave and Accident & Health Operations Head

Developing a positive culture and inspiring loyalty requires a delicate and sometimes complicated balance between intentional interventions and behavioral modifications. In a day and time when the word loyalty has somewhat lost its meaning, maintaining a high retention rate and creating a positive work environment is critical and complicated.

Creation of a positive working culture, and the ever-elusive loyalty, requires leaders that are sincere, heartfelt and real. The best leaders are able to effectively communicate with the generational spectrum and inspire loyalty through their approachability, their communication style and their interaction at a guttural level.

The days of simply bringing in donuts once a month to foster and maintain an attractive work culture are long gone. Employees have higher expectations of their leaders, rightly so, in a landscape filled with alternative occupational options. Creation of a compelling family environment, with the right level of promise of career advancement, recognition, stability, growth and development is critical.

How do we do this?

Unfortunately, there is no silver bullet. There is no single action or training program you can take and then step away. These traits, while innate in some people, can take work to uncover and, in some, may never emerge. However, that doesn’t mean the effort is not without its rewards. Your organizational culture and loyalty of employees are like a garden in many ways – it requires your constant, consistent and ongoing attention and dedication to grow, evolve, produce fruits and be sustainable. Take your eye off the goal for a week or month and your crops will wither and retract.

The advice I provide to anyone wishing to create and foster and grow a culture that inspires loyalty is to do so through intentional, purposeful acts. Just as we schedule meetings, client visits, and 1x1s – schedule time to attend to your organizational garden. Acknowledgment, remembrance, recognition, building up – big words that take very little time and reap great rewards. Reaching out on a human level, remembering and acknowledging service dates, anniversary dates, a great sales closure or finalization of a project – these things matter. They matter more than we realize – to all employees. From early career to mid-career and late career, no one is immune from needing recognition and praise for a job well done. Taking time, rather MAKING time, for these interactions is pivotal in establishing a working environment where employees feel valued, impactful, necessary and loyal to the vision and brand.

There are five steps that will set you out on the road to success. While these may seem easy and simple, consistency is key – doing it once a week or a month will not cut it. Making this a part of your DNA and who you are as a person in the work environment consistently will result in team members that are loyal and a far more positive and welcoming work culture:

  1. Make eye contact as much as possible – with everyone
  2. Say thank you, verbally and in writing, for specific things
  3. Remember personal things shared with you and refer back to them
  4. Be present in conversations – listen far more than you talk
  5. Follow-through and follow-up – be reliable

Connect with people on a real level, treat everyone with respect and you will in turn gain their respect. This takes no money and no complicated reward programs - only your purposeful and consistent time.


5 Easy Steps to Foster Loyalty and Positive Culture
Developing a positive culture and inspiring loyalty requires a delicate and sometimes complicated balance between intentional interventions and behavioral modifications. In a day and time when the word loyalty has somewhat lost its meaning, maintaining a high retention rate and creating a positive work environment is critical and complicated. Here's what leaders can do to foster and maintain loyalty and positive culture.
Webinar Replay and Whitepaper: Preventing Delayed Recovery by Adopting a Biopsychosocial Approach
For the past 350 years in the Western hemisphere, we’ve become dependent on a model of medicine that is built on the sciences of physics, chemistry and biology. It has led to great advances which have increased our life expectancy and improved quality of life. But does it tell the whole story?
Mentoring Millennials is Key
With the rapid growth in technology and social media, millennials bring a unique change to the workplace. While each generation is different, they came up in a world very different from those deep into their careers. As such, the methods used to infuse them into the workplace must also be approached in a new way.
Broadspire CEO Danielle Lisenbey Named NYCA Claim Executive of Year
ATLANTA (Dec. 1, 2016) – Danielle Lisenbey, Broadspire® president and CEO, has been named Claim Executive of the Year by the New York Claim Association, Inc. (NYCA). The 2016 NYCA Holiday Dinner Gala will be held in her honor Dec. 10 at the Harvard Club of New York.
Medigram Vol 26
If you have been following the media, both mass media and medical sources, you have probably noticed an onslaught of research and articles casting doubt on the effectiveness of many medical interventions. Some of these studies have been highlighted in this very newsletter. Many "standard" and highly-regarded medications, procedures and surgeries have been cast into doubt, generating concern on the part of both patients and physicians. Why is this happening and how should we react to it?
Safe Patient Handling and Mobility Claims Coding: A Pragmatic and Functional Approach
Healthcare organizations are now engaged in Delivery System Transformation (DST), whereby performance-based incentive payment programs are used to support and reward hospitals for investing in projects that advance care and population health while lowering costs. In these efforts, it becomes critical to understand causes of patient handling and mobility workers’ compensation injury claims. Until now, programs that are self-administered or utilize a Third Party Administrator (TPA) have differing, if any, codes to determine employee injury trends.
Medigram Vol 25
Zika is a viral illness which causes mild symptoms resembling influenza in most individuals: fever, rash, joint and muscle achiness, headaches, conjunctivitis (red eyes), etc. Hospitalization is very rarely needed, and there is no specific vaccine, or treatment other than rest, fluids, and medications to bring down the temperature and relieve pain. Acetaminophen should be used for this purpose, but not aspirin or NSAIDs (Motrin, Advil, etc.). The condition is self-limited and typically resolves within a week. As with many other viral infections, a very few patients can develop a neurologic complication known as Guillain-Barre Syndrome (GBS), which can persist for a long time. Zika can be definitively diagnosed by blood or urine testing of suspected cases.
Medigram Vol 24
It is generally-accepted, and evidence-based knowledge that it is important to return-to-work as soon as possible after an injury or illness, or even to attempt to stay-at-work throughout the healing process, if it is at all prudent and possible to do so.
Medigram Vol 23
In the clinical practice of medicine, as well as in the medical management tools we apply to facilitate high-quality care and timely return-to- work (RTW), guidelines play an important role. This issue of the Medigram is dedicated to discussing various types of guidelines: how they are developed and applied, and the impact they may (or may not) have in the delivery of medical services.
Medigram Vol 22
Practicing medicine, or making decisions about the appropriateness of treatment, and the presence and extent of disability, is not always a straightforward issue. How many times have you heard the "experts" change their minds about whether a certain vitamin is useful, or whether eggs and coffee are good or bad for you?
Medigram Vol 21
In previous Medigrams, we have discussed the biopsychosocial model of pain, which essentially postulates that the perception of pain is modulated by psychological determinants as well as by social, cultural and even economic factors. This issue takes a closer look at the research defining how psychosocial factors have been found to influence very specific workers compensation and non-occupational conditions and outcomes.
Medigram Vol 20
It seems appropriate, in this initial 2016 issue of the Medigram, to preview some of the medical initiatives that will be implemented, or enhanced, in the first quarter of the year. We are constantly identifying, and evaluating via outcomes analysis, new medical management products and programs that can contribute to improved quality and cost-effectiveness.
Medigram Vol 19
The holiday season is upon us, with all the good feelings and happy events that surround it. However, it is also a time of particular risk from a health perspective. A considerable body of research has pointed to a heightened frequency of unfortunate medical events that seem to occur at this time of year. The evidence does not always pinpoint whether the culprit is the winter season itself (for those of us who live in cold climates) or the celebrations and lifestyle changes that happen in this period, or other less well-defined physical or social factors. But let's review some of the findings and some preventive measures that may be helpful.
Medigram Vol 18
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Medigram Vol 17
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Medigram Vol 16
This issue will discuss tools that can be used to predict outcomes of a workers compensation claim, and specifically the likely duration of a claim from onset to return-to-work. Since this is one of the key objectives in claim management, it is useful to have a sense of how long this may take in any particular claim, taking into consideration some of the key demographic, occupational and clinical factors that pertain to that claim.
On the Frontline: Inaugural OTF issue
On the FrontLine provides you with ‘ground-level’ insight from across the insurance industry, government and academia into the very latest in risk management thinking. Each edition aims to take you as close as possible to the threats we face by speaking to those hands-on in dealing with these on a daily basis.
Medigram Vol 15
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Medigram Vol 14
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Medigram Vol 13
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Medigram Vol 12
In a previous Medigram (Vol 7, Nov 2014), we explored the definition and process of evidence-based medicine, beginning with well-designed research studies, filtered through expert consensus-driven evaluation and peer review, and then incorporated into the development of referenced clinical guidelines.
Medigram Vol 11
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Medigram Vol 10
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Medigram Vol 9
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Medigram Vol 8
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Medigram Vol 7
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Medigram Vol 6
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Medigram Vol 5
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Accountable Care and Workers Compensation: Are They Compatible?
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Broadspire Medigram Vol 4
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Broadspire Medigram Volume 3
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Transitional Duty Return-to-Work
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Senior Nurse Reviewer: Delivering Value in WC
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Work Safe: An Employer's Guide to Safety and Health in a Diversified Workforce
Whether your realm is in human resources, safety, medicine, insurance, public service, law, or elsewhere, regardless of where you live in the United States, let this free guidebook be your go-to resource. A co-sponsored publication by Broadspire and Concentra.
The Latest in Pain Management
According to a survey conducted by Johns Hopkins Bloomberg School of Public Health, 100 million adults in the U.S. are affected by chronic pain, with total healthcare costs attributable to chronic pain estimated as high as $635 billion. Broadspire’s industry-leading Comprehensive Pain Management Program delivers demonstrable results – 72% of the participants enrolled in our roundtable process showed a significant reduction (23.6%) in average monthly medical and pharmacy costs.