Nine Game Changing Stats for Today s Physician Leader Examine the Health of Your Leadership

Transcription

1 9 Nine Game Changing Stats for Today s Physician Leader Examine the Health of Your Leadership

2 Examine the Health of Your Leadership Your physician leaders are at the apex of great industry change, of each and every patient experience and the future leadership of your organization. So how can you help them navigate roles that are becoming more challenging in organizational structures blossoming with complexity? We ve compiled data from four different studies that looks at what health care leaders are facing, what they say would make the greatest difference and the key leadership differentiators for organizational success. Nine Game Changing Stats for Today s Physician Leader

3 1 Change Sets the Agenda Health care leaders feel the impact of change and are looking for the skills to manage it. Driving and managing change 52% 63% Executing organizational strategy Building customer satisfaction and loyalty 32% 28% 34% 37% Identifying and developing future talent 29% 38% Coaching and developing others Making difficult decisions Fostering creativity and innovation Improving employee engagement 28% 23% 29% 36% 26% 28% 25% 24% Health Care Other U.S. Highest Highs, Lowest Lows, 2012

4 2 63% Culture Fit a Top Priority As physician leaders hire, examining motivational and culture fit is critical for building a successful team. 60% 53% 46% 34% 17% Culture fit Patient focus Clinical skills Team orientation Education Residency evaluations HR Responses to importance of these criteria. HR in a Tug O War with Talent, 2011/2012

5 3 Leadership Acceleration isn t Being Adopted Fast Enough It s about more than development needed today it s also where the organization and the role are headed tomorrow. 35% Number of organizations that have an effective development system for frontline, mid-level, or senior leadership Highest Highs, Lowest Lows, 2012

6 4 Your Future CMO is Hidden in Your Organization Only 1 in 4 organizations have a process for growing high potentials. Identifying and developing individuals is a requirement for a healthy bench across all leadership roles Highest Highs, Lowest Lows, 2012

7 5 Better Leaders Can Create a Better Patient Experience There was a parallel between hospitals in the top tier of HCAHPS scores and those who had the highest leader quality. High or Very High 16% 40% Very Low or Low 21% 45% % of hospitals in top tier of all HCAHPS scores % of hospitals in bottom tier of all HCAHPS scores HCAHPS Study, 2011

8 6 Bench Strength Confidence Low Only 10 percent of HC organizations felt they were successful in succession staggering when you consider retirements and changes across the industry. (not so) EFFECTIVE LEADERSHIP SUCCESSION 10% 19% Health Care Other U.S. Highest Highs, Lowest Lows, 2012

9 7 Leaders Face Mixed Emotions Over Transitions The climb up the ladder may create negative emotions due to change in role and expectations. These feelings are even more acute for health care leaders. Confident, excited, and proud 29% 71% Frustrated, anxious and uncertain DDI Leadership Transitions Data of health care leader respondents, 2013

10 8 Promotions Requires More than a Larger Paycheck Health care leaders said these skills would have helped them make a more successful transition. 34% business acumen 39% financial acumen 39% ability to drive change 42% ability to coach others 44% ability to deal with complexity/ ambiguity DDI Leadership Transitions Data of health care leader respondents, 2013

11 9 Management Culture Trickles Down to Patient Satisfaction There is a wide gap between the top tier HCAHPS scores and the bottom tier when it comes to management culture. Power and influence held by those who value innovation and change 59% 81% Employees/leaders have the opportunity to innovate/create 36% 56% Status & influence is based on ability to lead, contributions, & performance We have open, vigorous, and uncensored discussions around strategy and key business decisions 22% 40% 47% 67% We balance our focus on growth with a commitment to sustainability and socially significant goals 61% 78% Organizational structure is fluid, flexible, and nimble 34% 51% % of leaders in top-tier hospitals who agree with statement % of leaders in bottom-tier hospitals who agree with statement HCAHPS Study, 2011

12 9 Highest Nine Game Changing Stats for Today s Physician Leader Sources Highs, Lowest Lows: Health Care Industry Highlights 2012 Taken from a segment of DDI s Global Leadership Forecast 2011, of 67 HR professionals and 756 leaders in U.S. health care organizations. Driving Health Care Patient Satisfaction (HCAHPS) Through Talent Management Practices, 2011 Data from HCAHPS scores for the 47 hospitals that participated in DDI s Leadership Forecast along with responses from those organizations on their leadership programs. HR in a Tug o War with Talent /2012 Selection Trends in Health Care Data includes responses from 528 people who are currently employed by or seeking a job with a health care organization and 110 HR professionals who are currently employed in a health care organization. DDI s Leadership Transitions Data, 2013 Data from 41 U.S. health care leaders (slice of total leader responses of 577) who have made a leadership transition in the last 3 years.