Evony Caldwell
Evony Caldwell
▪ Dynamic, motivated, and results-oriented professional with 20+ years of progressive workplace experience seeking to apply skills and recent academic training toward career advancement goals.

▪ Master of Business Administration (MBA) graduate with a concentration in Health Services Management exposed to relevant training and best practices requisite for sustainable success.

▪ Strong working knowledge of medical terminology and transcription including billing and coding (CPT, ICD-9, & HCPS); demonstrated ability to comply with all OSHA and JCAHO regulations.

▪ Possess applicable experience building pricing contracts in EPIC; strong communication skills with experience working effectively in a team environment to accomplish operational goals.

▪ Software: EPIC (EMR), Centricity, IDX, Cerner, PCG/Velocity, E-Care Portal, Windows XP - 8, All Scripts, IC-Chart software, Affinity, Lotus, Word Perfect (5.0 – 5.2), Micro M.D., Common Access. 

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Articles
1
Wed 22 April 2020
A CEO is presented with a problem. The CEO, already too busy with a full schedule, re-assigns this problem to a subordinate under them. That person then passes along to their subordinate. That person, usually supervisor or manager, then re-assigns it to the final individual who is expected to tackle the problem…and unfortunately, that employee doesn’t get the full picture, because they have been kept out of the ALL the prior conversations, from the CEO to their manager. Those conversations are the “meat and potatoes” of the project: the CEO’s expectations…the realizations of what might work and what won’t…Or even how the problem incurred in the 1st place.  They were just instructed to take care of the issue and now have the weight of figuring out the “how” on their own.
 
Effective Leadership is Hampered by Ignorance. TV’s “Undercover Boss” demonstrates this problem very well. Executives go undercover in their own organizations and see first hand how their decisions (which many believed would be beneficial to their organizations) have impacted the workers at the bottom. To put the saying kindly: The garbage always rolls downhill. You can’t accurately assess the performance of a task from the top if you don’t know the process at the bottom. There are people who KNOW things, and there are people that KNOW HOW to do things. Top-Level Executives need to be able to function as both. It is, after all, why they were given the top-level positions they have. But how can they do both? It’s impossible for a top-level leader to KNOW HOW all lower-level employees do their job…and the problem is only magnified in larger companies. So, how can you effectively manage your team if you don’t know the work? 
 
We should forget the days of a Manager / Supervisor / Dire you should have an inside track to your lower-level employees and understand how your decisions impact them. Don’t be afraid to ask the right questions! Run your own progress reports, understanding information is often sanitized by the time it reaches your desk. Ask questions you would not be expected to ask. Expect to hear the good and the bad, and welcome that information. Your company's health is your responsibility. When you purposely ignore these responsibilities, the result can be worse than the individual who created the problem at the lower level. This is how a disaster explodes to take out an entire company. Little communication from the top causes fear amongst the lower level. Fear grows and eats at company morale. Silence from the top affects everyone because we’re all connected.  
 
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