Creating a High-Performance Management Environment

Transcription

1 Creating a High-Performance Management Environment 2008 Executive War College Miami, FL May 13, 2008 Larry Siedlick, CEO Sunrise Medical Laboratories 1 Physician Office Market Share in the New York City Area Enzo 3% Other labs 10% Bio-Reference 12% Sunrise 6% LabCorp 7% Quest 62% Source: Laboratory Economics January 2007 Estimated Total Market Size = $ 1 billion 1

2 Rule 1 for High Performance Management Welcome to Healthcare No Whining Please It s s not supposed to be easy 2007 by Larry Siedlick Today s s Goal Scratch the Surface of Understanding Passion and Purpose Connecting Your Way to High Performance Leadership Responsibility Basic Characteristics of Senior Leadership Perception vs Reality Required Competencies to Move Up in Your Organization What is the Meaning of Life? And other small stuff you probably already know 2

3 What is the Meaning of Life? What is your organization s purpose? Not to be confused with your mission statement which is what you do Passion powerful magnet for talented people Purpose inspires people Passionate Workplace = Passionate Performance Lab tests influence 70% of all medical decisions We provide advanced medical laboratory services to prevent, diagnosis and treat medical diseases to positively impact human health. Passion as a Function of Corporate Life Cycle Entrepreneurs are rarely without passion Early stages of business or new project: usually passionate Mature laboratories: passion can be lost in the "operationalization Are you "passion-challenged?" Half senior executives struggle with maintaining the passion. Question: 'Can I really evoke a strategy, a compelling saga, if my leadership is passionless?'" I ve lost my passion and I can t get up Where do you look if your passion is lost? Introspection It helps to define what we are passionate about because we are language beings. We need to 'language' our beliefs Languaging passion makes clear in our own minds what we are up to, and be able to articulate it to others. 3

4 My Personal Passion My passion is to revolutionize leadership in a way that would allow us to significantly alter the future. What are the Main Challenges to Creating a High Performance Environment in the Lab? Less Graduates - More Retirements More Accrediting/Licensing Requirements Less Financial Resources Maintaining Levels of Expertise How to best use shrinking talent pool How to ask people to be more productive Developing a company-wide Customer Service Culture 4

5 Establishing a Great Culture Connecting the Dots Attracting the right people requires great culture Great Culture is determined and driven by great leadership Great leadership worked on EVERYDAY... Everyday in the laboratory presents a million new opportunities to lead Attracting and retaining good people is directly proportional to your company culture. The Real Things That Get People Working or a million things you can do in your spare time Giving Verbal and Visual Recognition Say thanks to someone everyday Smile. Keep the workplace friendly. Give recognition in front of peers. Walk the 4 Corners Praise someone everyday Give credit where credit is due. Non-monetary awards Asking Questions and Listening Carefully Listen to your staff. Listening tells you what staff needs ( Perception is Reality ) Listen to staff ideas and act affirmatively on those suggestions. 5

6 More Things That Get People Working Provide Opportunities for Growth Offer Small Perks and Bonuses as Thank Yous Be Empathic and Thoughtful Lead by example: Do what you say you're going to do and keep all your promises. Decisive leadership still involves staff in decisions that directly affect them. Go out of your way to help staff. Be sympathetic to personal problems. Inspirational Leadership to Achieve the Organization's Goals Be purpose-driven. If the leader is truly passionate, people will follow and embrace that purpose as their own. Know your people. Leaders know the people who work for them Leaders are committed to developing skills and helping them reach their full potential. Leaders know each person wants to contribute meaningfully; it's up to the leader to create an environment where they can do so. Get people involved. Participation vs Following Orders Creates a personal interest in the consequences of decisions Leaders enables people to contribute "High-performance organizations are purpose-driven, while all others just operate day by day. 6

7 What Makes Successful Leaders? Survey of 300 CEOs "Is leadership predominantly something you are born with or something that you develop through experience? 40% said leadership was born 60% said it was gained through experience What they considered to be the most important aspects -- and the most difficult -- of being a leader? Most Important: Having the right people was second only to creating vision Most Difficult: Having the right people just behind maintaining momentum and developing people. So how do you do get the right people and get them working? Thru Leadership that is Effective Inspirational Emotionally Intelligent 7

8 Emotional Intelligence for Dummies With Apologies to Daniel Goleman Key Traits of High Emotional Intelligence Optimism - ability to anticipate the best possible outcome of events or actions Self-Awareness - knowledge of current emotional state, strengths and weaknesses Empathy - understanding of others points of view and decision-making processes Impulse Control - ability to mitigate an urge to act (as in: think first and act later") Reality Check - ability to see things as they are, not as we want them to be Basic Competencies for Effective Leadership Know yourself (Self Awareness) Leaders serve to remind people what is most important, but first they must know what's important to them. Be optimistic and empathic (Social Awareness) You set the tone for those around you. Connect with others (Relationship Management) Understand what makes your staff perform at their best and what they need to help the business succeed. Self Control of, and responsibility for, your actions (Self Management) Assume responsibility yourself. 8

9 Basic Competencies for Effective Leadership Make timely decisions Make a sound decision and move on. Communicate This is perhaps a leader's most significant function - the good news and the bad. Intent vs Impact Develop a vision Leader's job is defining the vision for others and inspiring them to follow. The Leadership of Change Change is good: you go first - Dilbert Guide people toward the desired objective: Say what you mean. Be straightforward and credible. People who understand what the leader wants stands a far better chance of working things out on their own. Empathize, don't disdain. An effective leader strives to understand a person's circumstances and helps him develop a plan to improve the situation. Have respect. People should feel responsible for their own actions and ideas. Respect their personal values, rather than forcing your own upon them. 9

10 Preparing Yourself to Replace Me What is the role of a CEO? Strategist for Future Look three years out into the future Ask the most important strategic question: Where will our future profit margins come from? Ambassador to important staff and customers Increases their trust in you and establishes your credibility Inventor Success in business requires finding your internal and external customer s pain and developing new products and services to relieve it. The inventor function ensures that the strategic direction of the company aligns around the staff s and customer s pain Preparing Yourself to Replace Me (Continued) Coach, teacher to your direct reports Instill a culture of learning throughout all levels of the organization. Your direct reports do not have your big picture perspective, so find ways to teach it to them. Teach your people the basic financial model of the company, so they understand what is really happening from a financial standpoint. Investor Treat your company as an investment. Know the market value of your business even if it is not intended to be sold. Striving to create market value leads CEO to good business decisions and creates a stable work environment for people. Student Stay active in some form of continued professional development 10

11 Importance of Trust The Tangible Benefits People accept and execute decisions even if they don't fully understand them. People give up short-term benefits for longterm, mutually beneficial rewards. People share the burden in difficult times, respond with understanding to work emergencies and invest their ideas and suggestions in the future. Harness Your Team s s Creative Energy Conditions Necessary for Creative Energy An inspiring mission A sense of urgency that is shared by all A "we're all in this together" attitude Goals that broaden people s abilities A belief that teamwork can meet these goals People naturally want to feel like members of a great team. They want to know the work they do is necessary and important for the company's survival. 11

12 Contact Information Larry Siedlick Sunrise Medical Laboratories 240 Motor Parkway Hauppauge, NY Phone