Components of Effective Communication. Establishing Credibility and Trust. Credibility

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1 Engaging the C suite to Advance Pharmacy Practice Providing quality patient care through progressive pharmacy practice Effective Communication and Leadership: Knowing Yourself, Learning From Your Mistakes, and Maximizing Your Potential Components of Effective Communication Credibility Integrity Relationships Knowing yourself - Self Reflection Samuel Calabrese, R.Ph., M.B.A., FASHP Associate Chief Pharmacy Officer Cleveland Clinic Cleveland, OH Customers Boss Staff Management Team Credibility Establishing Credibility and Trust Customers - Peers Find loudest critics and get them to the table Establish Nursing-Pharmacy Committee Establish relationships based upon trust and mutual respect e.g.; Pyxis rollout example Work toward common goals Be seen as collaborative, not just Pharmacy Kingdom based Do the right thing for the patient Deliver (integrity) Credibility Your Boss Deliver Hit the numbers Deal with complaints Be proactive Always deliver when you ask for resources Don t shy away from tough issues When placed in command - take charge Always say yes to your boss: Can-do action orientation May have to say yes, but Follow-through on everything Even if answer is no, circle back yourself Communicate pro-actively If it is bad news, it comes from you first. Bosses don t like to be caught off guard Credibility Your Staff (Team) Deliver (see the trend?) Advocate for them New space or remodels Increased staffing Gallup question: I have the materials and equipment I need to do my job Just buy the computer, or book, or file cabinet If you have a $32,000,000 drug budget, you shouldn t get too worked up over spending $100 to make their life easier 1

2 Credibility Your Staff (Team) Set the tone for respectful communication in the department Don t tolerate inappropriate behavior It s not OK to yell at staff meetings Zero tolerance for the big three Race Sex Violence / intimidation physical or verbal Document all disciplinary conversations Don t tolerate people outside of your department treating your staff inappropriately Credibility Your Staff (Team) Know them Meet with all new employees when they start Discuss the Vision on day one Walk through the department every day (MBWA) and address every employee by name Regular staff meetings MBWA Be accessible They can bring an issue to your attention They should have a potential solution when they do Credibility Your Management Team Take care of those who take care of you! Know their goals Prepare them for their desired role Give them authority to make decisions Give them face time with Sr. Administration Praise them in front of your boss when they do a good job Give them the credit for their successes Be an advocate for their careers Credibility Your Management Team Pay them well Go to bat for them Establish a Leadership Pipeline A good manager is a man who isn't worried about his own career but rather the careers of those who work for him. My advice: Don't worry about yourself. Take care of those who work for you and you'll float to greatness on their achievements. H.S.M. Burns 1988 President Shell Oil Company Integrity Do the right thing Don t make special arrangements They will always come back to bite you in the butt Don t bow to pressure if it compromises integrity Example - Dept Head, Dean and CEO phone call for special hiring treatment It s All About Relationships Help us do our job Get crucial information Avoid pitfalls or problems Obtain the tools to do your job Identify opportunities Relationships are a two way street Must be willing to assist others to foster and grow long term relationships 2

3 It s All About Relationships Be Honest with others with yourself when giving difficult news always Listen good, active listening should make you tired, it s hard work Where do you begin? Prioritize and create opportunities to build better working relationships Introductions Initiate a meeting Take advantage of casual meeting opportunities Congratulatory s Strategies for building relationships Ask for other s prospective How would a new idea effect their area How does the idea look from their view Do not dismiss input or ideas Help others with their goals Investment in your future projects Identify opportunities before asked Key Principles Focus on Them Maintain or enhance self-esteem Show you respect their perspectives and opinions Acknowledging them for help Showing interest in their personal interests Listen and respond with empathy Paraphrasing when communicating Body language Knowing Yourself Those who ignore the past are doomed to repeat it If you keep doing the same thing, don t expect different results If things go wrong, look in the mirror for answers Knowing Yourself Tools Strength Finders Insights Color wheel Red, Green, Blue, Yellow Our greatest strengths are our greatest weaknesses Strength: Passionate, goal oriented, driven Weakness: See above 3

4 Authoritative Coaching Affiliative Democratic Pacesetting Coercive Management Style Reflection Why is this important? Sources of honest feedback decline as you move up the ladder Identify actions to continue Identify actions to eliminate Key is to be able to vary your style and approach depending on the situation!! Key Areas for Reflection Vision and Priorities If asked would my employees be able to articulate the vision and priorities? Feedback Do I give people timely feedback? Succession Planning Am I delegating sufficiently? Leading Under Pressure How do I behave under pressure? Key Takeaways Successful communication requires credibility, integrity and relationships. Knowing oneself provides knowledge to refine/enhance communication Reflection provides a means to self evaluate when honest feedback from others is not available References and Suggested Readings 1. *Zilz DA, Woodward BW, Thielke TS, Shane RR, Scott B. Leadership skills for a high-performance pharmacy practice. Am J Health-Syst Pharm. 2004; 61: Nold EG, Sander WT. Role of the director of pharmacy: the first six months. Am J Health-Syst Pharm. 2004; 61: First, Break All the Rules. 4. Now, Discover Your Strengths. 5. The One Minute Manager. 6. Leadership and The One Minute Manager. 7. Good to Great. 8. The 7 Habits of Highly Effective People. 9. Kaplan, RS. What to ask the person in the mirror. Harvard Business Review. January Goleman, D (1911). Leadership that gets results. In Leadership: The Power of Emotional Intelligence (pp ). Northampton, MA: More than Sound LLC. QUESTIONS 4

To Ask a Question and Adjust Control Panel Expand or collapse Engaging the C

progressive pharmacy practice Type your question here Getting Noticed:

Houston, Texas Objectives Define strategic operational planning Identify the

the strategic planning process List the criteria for SMART objectives

planning facilitates organizational alignment and success Strategic vs.

vital in a rapidly changing healthcare environment Clear operational goals

strategies Annual Strategic Operational Planning Marketing the Impact

Marketing the Impact Establishes measurable evidence of success

upline reporting Consistent and systematic approach Facilitates alignment

5 To Ask a Question and Adjust Control Panel Expand or collapse Engaging the C suite to Advance Pharmacy Practice Providing quality patient care through progressive pharmacy practice Type your question here Getting Noticed: Establishing Strategy and Defining Success Joyce A. Tipton, R.Ph., M.B.A., FASHP Director of Pharmacy Memorial Hermann Memorial City Medical Center Houston, Texas Objectives Define strategic operational planning Identify the components and purpose of mission and vision statements Discuss the steps in the strategic planning process List the criteria for SMART objectives Describe tools for reporting outcomes Explain how strategic operational planning facilitates organizational alignment and success Strategic vs. Operational Planning Not mutually exclusive Future focus and strategy is vital in a rapidly changing healthcare environment Clear operational goals are needed to maintain basics, continuously improve quality, and navigate new strategies Annual Strategic Operational Planning Marketing the Impact Demonstrates thorough planning Annual Strategic Operational Planning Marketing the Impact Establishes measurable evidence of success Accountability for pharmacy leadership and staff Objective measures for upline reporting Consistent and systematic approach Facilitates alignment with organizational priorities Mission and Vision Strategies and priorities Achieves buy in by key stakeholders Supports a structured format for marketing pharmacy contributions Specificity in goals, strategies, and metrics Highlights alignment 5

6 Annual Strategic Operational Planning Plan the Planning One to two months in advance Schedule two sessions (full day and half day or two half days) and reserve room Send written notice to participants outlining attendance expectations Invite your VP or COO to bring greetings at the retreat Invite Organizational Development to conduct a developmental session during the retreat (team building, time management, etc.) Make assignments to managers and residents (let residents learn as they do) Annual Strategic Operational Planning Plan the Planning Two to three weeks in advance Notify your internal public relations department and invite them to cover the event Send agenda to participants, including pre-reading such as Pharmacy Forecast and brief thoughtprovoking questions they should answer prior to the retreat Make arrangements for meals and snacks Assign a photographer Steps in the Strategic Operational Planning Cycle The Planning Phase 1 2 Customer Identification Mission Vision 1 Customer Identification Use Brainstorming technique to identify your customers Internal External SWOT Analysis Prioritize Issues Establish Goals and Strategies Define metrics Identify accountability Use to identify all those who are affected by the actions and outcomes of the pharmacy team Mission 2 Mission Statement Vision Mission feeds the confidence of your organization Vision creates the momentum of anticipation about the future The opportunities or needs that we exist to address Our Purpose Our Business Our Values What we do to address these The principles and beliefs that guide our work Mission 6

Building a Compelling Mission Statement Vision Inspire support and commitment Motivates Motivate Be convincing and easy to

Paints picture Be free of jargon Be short enough to be easy to repeat Stretches boundaries 3 SWOT Analysis 4 Prioritize

issues Establishing goals and strategies/objectives External Factors Opportunities Threats SMART Objective Criteria The

Can determine if it is achieved Achievable Realistic given the circumstances in which it is set and the resources available

7 Building a Compelling Mission Statement Vision Inspire support and commitment Motivates Motivate Be convincing and easy to grasp Use proactive verbs to describe what we do Inspires What does success look like? Paints picture Be free of jargon Be short enough to be easy to repeat Stretches boundaries 3 SWOT Analysis 4 Prioritize issues Establish Goals and Strategies Identify using Brainstorming process Internal Factors Strengths Weaknesses Prioritizing issues Establishing goals and strategies/objectives External Factors Opportunities Threats SMART Objective Criteria The Beauty Pageant Objective Specific State exactly what is to be achieved Measurable Capable of measurement. Can determine if it is achieved Achievable Realistic given the circumstances in which it is set and the resources available to the business Relevant Relevant to the people responsible for achieving them Time Bound Set with a time frame in mind. These deadlines also need to be realistic My goal is to achieve world peace 7

Define metrics Identify accountability 5 Example Day 1 Agenda Define metrics Assign accountability 7:30 7:45 Breakfast and Overview 7:45 8:05 Mission and Vision 8:05 8:15 Executive Greeting 8:15 8:30

Break out 8:55 9:15 Nursing Collaborative Session 9:15 9:30 Break 9:30 11:15 SWOT analysis 11:15 11:45 Develop Potential Focus Areas - Breakout 11:45 12:15 Lunch and Prioritization of Objectives

8 Define metrics Identify accountability 5 Example Day 1 Agenda Define metrics Assign accountability 7:30 7:45 Breakfast and Overview 7:45 8:05 Mission and Vision 8:05 8:15 Executive Greeting 8:15 8:30 Creativity Exercise 8:30 8:55 Pharmacy Forecast: What Speaks to You? Break out 8:55 9:15 Nursing Collaborative Session 9:15 9:30 Break 9:30 11:15 SWOT analysis 11:15 11:45 Develop Potential Focus Areas - Breakout 11:45 12:15 Lunch and Prioritization of Objectives 12:15-12:30 Wrap Up Session Example Day Two Agenda Who is Involved in the Planning? 12:00 12:15 Introduction to Day Two 12:15 12:30 Smart Objectives 12:15-1:00 Change Leadership: My Iceberg is Melting- 1:00 1:45 Proposed Strategic Objectives Breakout 1:45 2:00 Break 2:00 2:45 Consensus on Objectives 2:45 3:45 Assignment of Objectives, Metrics Discussion 3:45 4:00 Personal Mission Statements Leadership vs staff Combination Consider inclusion of customers Drive the strategic operational planning process to staff level Developing cascading goal setting process Always keep a strategic focus Sharing the Plan Matrix Commit the plan to writing Detailed and Matrix Share with all members of the Department Town Hall Meetings Newsletters Share with VP, CEO, and provide with budget documents See enlargement p. 11 8

Steps in the Strategic Operational Planning Cycle The Execution Phase 1 Develop teams Educate teams Require at least quarterly reports from each person accountable including specific metrics

9 Steps in the Strategic Operational Planning Cycle The Execution Phase 1 Develop teams Educate teams Require at least quarterly reports from each person accountable including specific metrics Reporting Create Dashboards or Score Cards for visual reporting 2 3 Gather baseline data Refine metrics if needed Develop action plans Timelines and targets Provide routine reports/presentations upline Provide updates to staff at Town Halls or staff meetings 4 Do it Post Dashboards on bulletin boards Publish status in newsletters Dashboard Dashboard Metrics Highlight the metrics from Strategic Planning goals Don t confuse what you need to know with what your CEO needs to know May need two Dashboards Align the metrics with your organization s strategies Typically will align with the functional areas of operational, clinical, and financial See enlargement p. 11 Metrics and the Whole Story Grab attention with the metric snapshot Be prepared to tell the quality story Why is the metric meaningful How does it impact quality and the patient experience Have a real patient example Metrics and ROI are only part of the story Quality is meeting and exceeding the customer s needs and expectations for what they consider a reasonable price Where does the Pharmacist Add Value? Value = Outcomes + Customer Experience (+/ ) Paint the picture of Pharmacist value Cost 9

10 And if needed put on your cowboy hat and dance! QUESTIONS 10

11 Matrix Dashboard 11

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