Influencing Your Leadership Team. Leadership. Principled Leadership 3/14/2016. Influence Leaders Team

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1 KnowledgeLab 2016 Breakout 1C Influencing Your Leadership Team Part II: Case Studies Orlando, Florida March 21, 2015 Rodney W. Forsman Secretary/Treasurer, CLMA Assistant Professor Emeritus Laboratory Medicine and Pathology College of Medicine, Mayo Clinic What s better? Power or Influence The Role of Management To optimize the return on resources entrusted to it Money Building, materials, equipment People Time 1

2 Influencing Your Leadership Team Influence Leaders Team Leadership Are all managers leaders? Are all leaders managers? Principled Leadership Change management Trust and respect Motivation 2

3 Successful Organizations Create a culture of selling ideas vs. autocracy Authority alone is not sufficient Smart vs. Healthy Smart Strategy Marketing Finance Technology Healthy Minimal politics Minimal confusion High morale High productivity Low turnover Four Disciplines A) Build a cohesive leadership team B) Create clarity C) Over-communicate clarity D) Reinforce clarity 3

4 A Building a Leadership Team A small group of people (3-10) Collectively responsible Common objectives Leadership Team Behaviors Create trust Master conflict Achieve commitment Embrace accountability Focus on results B Creating Clarity Six Questions 1) Why do we exist? 2) How do we behave? 3) What do we do? 4) How will we succeed? 5) What is most important right now? 6) Who must do what? 4

5 1 Why Do We Exist Potential categories Customer Industry Greater cause Community Employees Wealth 1 Why Do We Exist? Creating an answer Must be grand and aspirational How do you contribute to a better world? Perfection is the enemy of good Not a differentiator 2 How Do We Behave? A set of values Minimal requirements Accidental Aspirational Core Give it a name 5

6 3 What Do we Do? Simple statement of fact No adverbs, qualifiers or superlatives 4 How Will We Succeed? Strategic anchors Used to make decisions that maximize success Changes with the competitive landscape Short-term tactical changes may not conform Durability determined by: Rate of innovation Barriers to entry Maximum of three 5 What is Most Important Right Now? Organizational Attention Deficit Disorder Silos There can only be one top priority Thematic goal Singular Qualitative Temporary Shared across the leadership team Fits on one page 6

7 6 Who Must Do What? Create a playbook Short Contains answers to the six questions Keep on your desk Take to meetings C Over-Communicating Clarity Communicate the six aspects to all employees Members remind people in their departments about the aspects of clarity Team leaves meetings with clear and specific agreement about what to communicate Employees can articulate reason for existence, values, anchors and goals D Reinforce Clarity New hires selected based on values New people are thoroughly taught the six elements Managers have a consistent system for setting goals and reviewing progress with employees Employees who don t fit values are managed Rewards built around values and goals 7

8 Influencing Your Leadership Team Winning others over Barriers Persuasion style Winning Others Over Survey the situation Confront barriers Five Barriers Negative or ambiguous relationships Poor credibility Communication mismatches Hostile belief systems Conflicting interests 8

9 Preferred Persuasion Style Driver Commander Promoter Chess player Advocate Understand The Personas C-level Pathologists Physicians Administration Business Triple Aim Balanced scorecard Patient safety Personal Individual Motives 9

10 You are Selling Ideas Have a coach(es) Set the stage Avoid friendly fire Make your presentation Secure commitments A vision without implementation is just hallucination Building Consensus Requires a disciplined effort Enlightened discussion among principal shareholders administration, pathologists, laboratory management, and clinicians Accomplished in an environment that stimulates openness and focuses on the best interest of the patient The Role of Management To optimize the return on resources entrusted to it Money Building, materials, equipment People Time 10

11 Lab is 5% of all health system costs 2% of a health plan s spend 1.6% of Medicare expenditures And influences all remaining costs Building Your Case How is it good for business? How does it help physicians? How will it benefit patients? Personal wins Recommended Reading The Advantage, Lencioni P. Jossey-Bass, 1 st ed., 2012 The Art of WOO, G.R. Shell, M. Moussa, Penguin 2008 Management Lessons from Mayo Clinic, Leonard Berry and Kent Seltman, McGraw Hill (2008) Redwood S, Goldwasser C, Street S. Action, Management: practical strategies for making your corporate transformation a success. Wiley, John & Sons, Inc., 1999 Herzberg F. One more time: How do you motivate employees? Harvard Business Review, Sep-Oct