What Makes A Leader? Competencies for the New Healthcare. January, 2015 Carol Jennings, Sr. Director Organization Development & Training

Transcription

1 What Makes A Leader? Competencies for the New Healthcare January, 2015 Carol Jennings, Sr. Director Organization Development & Training

2 Session Highlights The industry demands the right leadership competencies. The role of leaders during change lead or manage? We have to get better at developing our leaders. 2

3 Memorial Hermann Health System 2010, 2011, 2012, 2013, 2014 Top 100 Hospitals 2010, 2011, 2012, 2013, 2014 National Quality Forum National Quality Healthcare Award TIRR Memorial Hermann Ranked # 3 Houston & Southeast Texas Founded ,000 employees Annual community benefit: $350 million Annual emergency visits: 477,000 Annual deliveries: 24,000 Annual Life Flight air ambulance missions: 3,000 3 Total hospitals: 12 Acute Care Hospitals: 9 Children s Hospitals: 1 Rehabilitation Hospitals: 2 Heart & Vascular Institutes: 3 Neuroscience Institutes: 1 Sports Medicine Institutes: 3 Trauma Institutes: 1 Substance abuse treatment center: 1

4 Memorial Hermann Health System Our Memorial Hermann Physician Network, MHMD, comprises physicians from Memorial Hermann Medical Group, UTHealth and private physicians and specialists for a total of 5,500 physicians. Memorial Hermann Health Solutions subsidiaries offer comprehensive, integrated health solutions that deliver quality benefits while helping to contain costs. 4

5 Memorial Hermann Leaders Approximately: 150 Executives 350 Directors 650 Managers 5

6 Leadership Competencies - History Critical Competencies LEADERSHIP TRACK COMPETENCIES 2009 DIRECTOR PRESIDENT S COUNCIL & EXECUTIVE COUNCIL LEADERSHIP COUNCIL MANAGER Strategic Agility Business Acumen Business Acumen Developing Direct Reports Business Acumen Building Effective Customer Focus Customer Focus Teams Building Effective Teams Drive For Results Drive For Results Drive For Results Drive For Results Interpersonal Savvy Interpersonal Savvy Innovation Management Interpersonal Savvy Motivating Others Motivating Others Interpersonal Savvy Motivating Others Priority Setting Priority Setting Motivating Others Priority Setting Organizational Decision Quality Listening Agility Organizational Agility Innovation Management Directing Others Process Management Core Competencies Ethics And Values, Integrity and Trust, Managing Vision and Purpose, Work Life Balance 6

7 MEMORIAL HERMANN LEADERSHIP PIPELINE Leadership 2007 Succession Planning Mentoring Reward & Recognition Leadership Certification Competitive Advantage Leadership Individual Development Plans Performance Feedback Transitioning Into Management Selection Promotion Management Orientation LEADERSHIP COMPETENCIES

8 MEMORIAL HERMANN LEADERSHIP DEVELOPMENT Teambuilding Ongoing Certification Requirements (16 Hrs./2 Yrs.) Leadership Forums Individual Leadership Competency Development Quarterly Leadership Meeting President s Lunch Leadership Retreat Leadership 2004 & Beyond Performance Evaluations/180 Annual Development Plans Nursing Academy Leadership Mentoring Initial Certification Requirements Ethics & Values Partners In Caring Culture Financial Management Managing Vision & Purpose Change Management Quality Integrity & Trust Valuing Diversity Customer Relations Management Principles of Leadership MHHS Purpose, Values & Strategies Spirituality Core Learning Modules New Manager Prereqs: I. Transitioning Into Management (New to Management Role) II. Management Orientation (Manager New to MHHS) smb

9 Leadership Development Transitioning Into Management within 3 months Management Orientation within 6 months Leadership Certification within 24 months 9

10 Leadership Development Change of focus to managers FrontLine Leadership within 3 months 4-days Basic skills communication, delegation, finance Collaboration Building a cohort of new leaders Extensive involvement of leaders of participants, evaluation, tracking, metrics 10

11 The Changing World of Healthcare Healthcare Reform 11

12 The Changing World of Healthcare 12

13 The Changing World of Healthcare 13

14 Profile of the New Healthcare Leader?? We asked the LEADERS through a series of interviews To lead Memorial Hermann for the next 5 years, what are the required skills and abilities? What will our leaders need to exhibit to bring our desired culture and Map 2 to reality? Their answers became the Leadership Competencies 14

15 Leadership Competencies Culture All leaders will need to role model this culture and build workplaces that are: Innovative Accountable Empowered Collaborative Compassionate Results Oriented One Memorial Hermann Leadership Competencies Building Talent Hard Wiring the Culture High Impact Communication Leading Change Partnering Rapid Re-alignment Strategic Integration

16 Leadership Competencies Strategic Integration: Identifies how strategies should affect resource allocations, expectations, roles, and practices and aligns them. Proposes solutions that optimally benefit the system over individual/local interests. Partnering: Collaborates to achieve system goals. Seeks partnerships. Builds teams that partner well. Holds self and staff accountable for playing well with others. Builds trust and connection. Rapid Re-alignment: Quickly aligns all aspects of work with the new business model and builds agile work practices. Involves others in ways that speed up and strengthen engagement and commitment. Leading Change: Ensures success of changes through decision making, resourcing, planning, execution, measurement, follow-up and training. Attends to people, structure, and process needs and knocks down barriers. Hard Wiring the Culture: Models the culture. Aligns all aspects of work to reinforce culture. Holds self and others accountable for modeling culture. Inspires cultural excellence. Building Talent: Assesses and manages talent pool. Builds systemic bench strength and shares talent. Provides developmental experiences. Coaches and mentors. High Impact Communication: Communicates to move things forward. Builds collaboration and meeting skills throughout the organization. Inspires, clarifies, and focuses others.

17 Leadership Buy-In At the Annual Leadership Meeting we asked 600 leaders to assist in building Leadership Field Guide for Competencies by providing: Behavioral Description through the eyes of manager, director, senior Actions for Leaders 2 Interview Questions Story to demonstrate in use 17

18 Building Talent: Competency Description WHAT: Talent builders make developing others a core part of their work and they hold themselves and other leaders accountable for developing talent. They are proactive about ensuring that employees are given substantive feedback about their development needs, and provide productive developmental experiences. They provide coaching and clear information about potential career paths. As a system of over 20 thousand employees and nearly 1,500 leaders, we need to have strong systemwide practices for building talent and bench strength for key roles. BARRIERS: Many leaders will say that time is the barrier that gets in the way of building talent. It takes a commitment of time and resources to ensure that people grow. The best talent builder don t have lighter schedules that allow them to spend more time with their people they make it a priority in spite of their other responsibilities. Another barrier is comfort. Leaders don t want to lose their top talent and some don t encourage growth if this means transferring to another role or taking on a different project. This very human response never works because your best performers will leave or wither if they are not developed. REFLECTION QUESTIONS: Do my best performers know that we regard them as key talent? What have I done to help prepare top performers for their next role? If a job opened up, would they be ready? Do my team members feel as though their development is a top priority for me? How do I show this? Given our time and resource constraints, how can I ensure that my team members keep growing? Who have I coached this month?

19 Building Talent: Behaviors & Best Practices Builds Bench Strength for Key Roles Assesses Talent, Gaps, and at Risk Roles Discusses Development Plans Knows Team Members Career Goals Uses Development Assignments Shares Talent, Encourages Moves Provides Candid and Actionable Feedback Quarterly Oneon-ones Holds Staff Accountable for Development

20 Building Talent: Resources Internal Resources: Retention Engine I & II Books: Talent Pipeline: How to Build the Leadership Powered Company by Ram Charan What Got You Here, Won t Get You There by Marshall Goldsmith It s Your Ship by D. Michael Abrashoff The Talent Masters by Bill Conaty and Ram Charan Websites/Articles: Talking the Talk: Jeff Schwartz on Building Talent During a Downturn How to Build Talent Faster and Better Than the Competition Managers Build Talent

21 Building Talent: Interview Questions Describe your team's talents and what you did to help develop them. What are the obstacles you have faced when trying to build your staff's talents and skills and how have you overcome them? Tell me about a time when you mentored or coached an individual. Describe the process was it a positive experience? What goals have you set for yourself? How are you achieving these goals? What is the last leadership book you read? What did you learn from it? What have you done to develop high potential employees? 21

22 Building Talent: Tips for Coaching When coaching another leader on the topic of how to build the competency of Building Talent, consider: Pairing him/her up with someone who is regarded as a strong talent builder to learn what he/she does and how he/she fits talent building into busy days. Modeling the practice by creating a development plan with creative development activities (assignments, projects, etc) and working that plan. Concurrently, have the manager do the same for one of his/her employees. Assess whether he/she uses the following talent building practices and how well these practices are working: developmental one-on-ones (not focused on tactical to-do lists), development plans, informal learning opportunities, coaching, mentoring, team learning, support of formal programs, work assignment changes, thorough feedback, assessments (360, behavioral, etc), talent sharing, etc.

23 23

24 24

25 25

26 26

27 27

28 Different Approach It all starts at the top. Focus on senior leaders Will not attend a class Partnered with MBA students at University of Houston Researched to find innovative approaches to developing leaders Presented research to senior leaders to determine which were appealing & why Built a plan 28

29 How We Will Develop System Leaders Audience JumpStart (For New Leaders) Management Essentials (For Managers, using System Content) Executives Newly Hired Should not be needed, optional. Directors Newly Hired Optional as needed. Managers Newly Hired and Newly Promoted Yes Leadership Labs (Strategically Focused on Leadership Competencies) Yes, delivered by OD&T Yes, delivered by OD&T Yes, delivered locally by HRODs (using system content) Informal Learning (Portal, blog, webinars) Applies to all Leaders Additional Important Topics (Offered and Initiated by Local or Functional Experts) Processing Payroll Using MSS Compensation Philosophies Interviewing Techniques Legal Considerations Compliance for Leaders HIPAA for Leaders Employee and Patient Safety Financial Reports Budgeting and Purchasing Key Yearly Processes Crucial Conversations Learning Maps Etc.. 12/

30 Leadership Lab - Change Executives Change Leadership Change Management Directors Change Leadership Change Management Managers Change Leadership Change Management 12/

31 Leadership Lab - Change Accelerating Change at Memorial Hermann Change Leadership Revving the Engine For Change Change Management Making Change Happen Articulate a Vision that Resonates at All Levels Cultivate Organizational Culture Manage Change and Transition Build Agile Teams Create a Sense of Urgency that Drives Alignment and Focus Use Change Acceleration Structures Strengthen Awareness Up, Down, and Sideways Execute Project Plans Executives Directors Managers Learning Methods and Plan Accelerating Change Strategically 3 hr Workshop Nov 2013 Accelerating and Managing Change 4 hr Workshop Feb 2014 Accelerating and Managing Change 4 hr Workshop March 2014 Building Agile Teams Building Agile Teams 4 hr 31 Workshop Sept hr Workshop Sept 2014

32 ChangeX Change excellence Framework Define the Change Change Environment Analysis Change Accelerators Implementation Planning Standard Approach to Planning and Implementing Change Drives focus, accountability, and execution on all major aspects of change: The actual change from A to B. The culture. How people transition. How we align structures, processes, and practices for success. Rapid Re-alignment 32

33 Marshall Goldsmith - Engagement 33

34 High Potential Leaders Steve Farber workshop Extreme Leadership: LEAP 34

35 Development Under Construction Management Essentials (Managers & Directors) HiPo Talent Action Plans based on unique Leadership 360 Innovation Lab (emphasizing collaboration) 35

36