Leadership Styles In Healthcare

Transcription

1 Leadership Styles In Healthcare Helping or Hindering Our Ability To Bend The Cost Curve? Bonnie Blakley, 3S Health Saskatchewan Brent Pederson, Hay Group Tues, June 3, :45 3:15 (90 min)

2 Agenda & Timeframes Timeframe Agenda Item 1 1:45-1:55 (10) Agenda & Context 2 1:55-2:25 (30) The 6 Leadership Styles: An Appetizer 3 2:25-2:35 (10) Self-Assessment: Your Guess-timate 4 2:35-2:50 (15) Healthcare Data & Benchmarks: Analysis & Discussion 5 2:50-3:05 (15) Application to LEADS and Lean 6 3:05-3:15 (10) Summary: Global Trivia Challenge 2

3 Who is HayGroup? 88 Top 50 #6 #1 Offices in 47 countries Global Consulting Firm Thought Leadership Leadership Development 3

4 A Sask. Health Care Lean Leader is? Trained as a Lean Leader Studied Lean Management System Leads as a Lean Leader 4

5 Healthcare Sector In Saskatchewan Saskatchewan Healthcare Serves province of Saskatchewan (1.2 million people) Healthcare budget: $4.84B (2013) 13 Regions + Saskatchewan Cancer Agency + ehealth + 3sHealth Governance: Ministry of Health, Board of Directors for each region, Region CEOs and executives Urban systems routinely running at % capacity Very politically sensitive area in Sask. Challenges Rapidly growing economy and population more growth in past 8 years than in previous 80! Determination to bend the cost curve Resource constrained, 95% unionized Major Initiatives Patient-First & Lean process improvements 3sHealth 8 business cases for improved quality and savings 5

6 6

7 The 6 Leadership Styles: An Appetizer

8 The Science of Leadership How Leaders Drive Results Competencies Leadership Styles 70% Employee Engagement 30% Results Balanced Scorecards / Dashboards 8

9 The 6 Leadership Styles 9

10 Leadership Styles Leadership Style Directive Characteristics Visionary Affiliative Participative Pacesetting Coaching 10

11 Leadership Styles: Long Term Impact on Engagement Leadership Style Directive Visionary Affiliative Participative Pacesetting Coaching Impact on Employee Engagement 11

12 Leadership Styles in Action: Coach Carter Which style(s) did you see? Directive Visionary Affiliative Participative Pacesetting Coaching 12

13 Leadership Styles 1. Research shows that managers make over 1,500 workrelated decisions per day 2. At times we have a day/week/month to plan our approach but more often, decisions on matters of leadership style are made in real-time, in 1/100ths of a second 3. Develop skill using your full toolbox 13

14 Leadership Styles In studying strategic and operational plans at 35 companies when the managers used an overly directive approach, 58% of the time plans failed to be implemented. For managers who used more participative approaches in the development and execution of the plan and priorities plans were implemented 96% of the time. - Dr. Daniel Goleman 14

15 The Leadership Toolbox: Leadership Styles Key Learning Points: How effective are we if we only have 1 tool? The key to being effective as a leader is a broad repertoire of styles. If our only tool is a hammer, everything looks like a nail! The goal is to have a full toolbox and use the right tool for the job. The ability to shift gears is critical The more styles we have command over, the more situations we can lead and manage effectively 15

16 The Science of Leadership How Leaders Drive Results Competencies Leadership Styles 70% Employee Engagement 30% Results Balanced Scorecards / Dashboards 16

17 Are Your Leaders Using the Optimal Mix of Leadership Styles to Optimize Results? ( or are they over-relying on old-school approaches?)

18 Leadership Styles: Self-Assessment Your Guess-timate

19 Leadership Styles: Self-Assessment Your Guess-timate Directive Visionary Affiliative Participative Pacesetting Coaching 19

20 Leadership Styles: Your Organization Directive Visionary Affiliative Participative Pacesetting Coaching 20

21 Leadership Styles: Most leaders think they use 4-5 styles Most leaders actually use 1

22 Styles Comparison Sample Data Styles You Think You Deploy Styles Your DRs Experience Goal: To have 4+ styles in the dominant area as seen by DRs 22

23 One Leader s Journey 23

24 Healthcare Data & Benchmarks: Analysis & Discussion

25 Leadership Styles of Various Team Leaders 100% 90 Outstanding Typical Poor Source: Hay Group Top Teams Research countries 120 SLTs Directive Visionary Affiliative 12 Participative Pacesetting Coaching 8 25

26 Leadership Styles: Healthcare Helping or Hindering? 100% 90 Outstanding Typical Poor 80 Healthcare (n=719) Source: Hay Group Top Teams Research countries 120 SLTs Directive Visionary Affiliative 12 Participative Pacesetting Coaching 8 26

27 Leadership Styles In Healthcare: Helping or Hindering? How does the Leadership Styles profile... Help healthcare? Hinder healthcare? 27

28 SHR Data 28

29 Leadership Styles 100% Outstanding Typical Poor Healthcare Sector Mining Sector Source: Hay Group Top Teams Research countries 120 SLTs Directive Visionary Affiliative 12 Participative Pacesetting Coaching 8 29

30 Applications to LEADS and Lean

31 Leadership Styles & LEADS Leads Self Engages Others Achieves Results Develop Coalitions Systems Transformation 31

32 Leadership Styles & LEADS For each column, check the 2 leadership styles that most support it Leads Self Engages Others Achieves Results Develops Coalitions Systems Transformation Directive Visionary Affiliative Participative Pacesetting Coaching 32

33 Leadership Styles & Lean Why/How it s important in implementing Lean Directive Visionary Affiliative Participative Pacesetting Coaching 33

34 Global Research Trivia

35 Global Research Trivia: Question 1 Which style is most commonly associated with being old school? A. Affiliative B. Directive C. Pacesetting 35

36 Global Research Trivia: Question 2 Which styles are most commonly over-used by people with technical backgrounds who are new to leadership roles? A. Coaching & Visionary B. Affiliative & Participative C. Pacesetting & Directive 36

37 Global Research Trivia: Question 3 Which style is perhaps the most emphasized in books, articles, conferences, today? A. Participative B. Directive C. Affiliative 37

38 Global Research Trivia: Question 4 Number of styles most leaders THINK they use regularly? A. 3-4 B. 4-5 C

39 Global Research Trivia: Question 5 Number of styles most leaders ACTUALLY use regularly A. 1 B. 2 C. 3 39

40 Global Research Trivia: Question 6 Number of styles to have command over to be considered leading a world-class level A. 3+ B. 4+ C

41 Global Research Trivia: Question 7 Use of this style is most positively correlated to higher levels of bonus pay A. Visionary B. Directive C. Participative 41

42 Global Research Trivia: Question 8 Use of this style is negatively correlated to high levels of bonus pay A. Visionary B. Directive C. Participative 42

43 Global Research Trivia: Question 9 Among male leaders, which 3 styles are most common? A. Visionary, Participative, Coaching B. Visionary, Directive, Pacesetting C. Visionary, Affiliative, Participative 43

44 Global Research Trivia: Question 10 Among female leaders, which 3 styles are most common? A. Visionary, Participative, Coaching B. Visionary, Directive, Pacesetting C. Visionary, Affiliative, Participative 44

45 Global Research Trivia: Question 11 Among 30 industries, which of the following 3 industries scored highest on directiveness? A. Oil & Gas, Mining, Construction B. Government, Healthcare, Insurance C. Financial Services, Utilities, Construction 45

46 Global Research Trivia: Question 12 Among 30 industries, which of the following 3 industries scored highest on affiliative and participative? A. Oil & Gas, Mining, Construction B. Government, Healthcare, Insurance C. Financial Services, Utilities, Construction 46

47 Global Research Trivia: Question 13 What are the 2 most commonly used styles in parenting? A. Visionary & Coaching B. Participative & Pacesetting C. Directive & Affiliative 47

48 Global Research Trivia: Question 14 What 2 styles are most helpful in time of change? A. Directive & Affiliative B. Pacesetting & Coaching C. Visionary & Participative 48

49 Global Research Trivia: Question 15 decreases with age, and increases with age. A. Participative & Directive B. Coaching & Pacesetting C. Directive & Pacesetting 49

50 Global Research Trivia: Question 16 Most common style used at senior levels? A. Visionary B. Directive C. Participative 50

51 Global Research Trivia: Question 17 In education, high performing principals used styles, while lower performing ones used styles. A. 5, 1 B. 4, 1 C. 3, 1 51

52 Global Research Trivia: Question 18 In healthcare, top performing nurse managers tend to have command over leadership styles. A. 3 B. 4 C. 5 52

53 Global Research Trivia: Question 19 Leadership styles explain of employee engagement. A. 30% B. 50% C. 70% 53

54 Global Research Trivia: Question 20 Employee engagement accounts for of the results A. 30% B. 50% C. 70% 54

55 Global Research Trivia: Question 21 The 2 leadership styles most strongly related to negative workplace climates? A. Directive & Pacesetting B. Visionary & Participative C. Affiliative & Coaching 55

56 Global Research Trivia: Question 22 The 2 leadership styles most strong related to positive workplace climates? A. Directive & Visionary B. Participative & Coaching C. Affiliative & Pacesetting 56

57 Global Research Trivia: Bonus Question In which of the following sectors do leaders consistently tend to over-rate themselves? A. Healthcare B. Mining C. Financial Services D. Oil & Gas 57

58 Global Research Trivia: Scoring If you scored A. 10 or less = we present this often, come back again B = not bad C = you re hired 58

59 Bonnie Blakley Vice President, People & Culture 3s Health Brent Pederson Director of Operations Hay Group The End

60 Directive Primary Objective: Immediate Compliance Bottom line oriented A tell approach Expects compliance Control is tight May prefer not to explain why May rely on negative, corrective feedback Motivates by stating the negative consequences of non-compliance Useful in high pressure, crisis situations, or short bursts Generally correlated negatively to engagement Just do it the way I tell you to. 60

61 Visionary Primary Objective: Providing long-term direction and vision Develops and articulates a clear vision Solicits employee perspective on the vision Sees selling the vision as key Persuades employees by explaining the whys in terms of employees or the organization s long-term interests Keeps people connected to the big picture Helps people see how their job/role contributes to something larger Sets standards and monitors performance in relation to the larger vision Uses a balance of positive and negative feedback to motivate Contains a certain inherent power to motivate and inspire people Generally positively correlated to engagement Let me tell you where we re going as a team. 61

62 Affiliative Primary Objective: Creating Harmony Leadership through relationship Makes small talk before diving into business Remembers the little things about people Emphasizes promoting friendly interactions May place more emphasis on addressing employees personal needs than on goals and standards Pays attention to, and cares for, the whole person May avoid/downplay performance-related confrontations Rewards personal characteristics more than job performance Mixed correlation with engagement People first, task second. 62

63 Participative Primary Objective: Building commitment and generating new ideas An ask approach Powerful as it gives people a voice and input Invites employees to participate in the development of decisions Trusts that employees can develop the appropriate direction for themselves and the organization May hold many meetings and listens to employees concerns Highly independent professionals may insist on this approach Can create an expectation that everyone will be consulted on everything and everything will be actioned Can mask a leader s indecision Rewards adequate performance; rarely gives negative feedback Generally correlated positively with engagement Let s decide together. 63

64 Pacesetting Primary Objective: Accomplishing tasks to high standards of excellence Believes in leading by example Watch me and do as I do Has little sympathy/patience for poor performance Has high standards, and expects others to know the rationale May be apprehensive about delegating May take responsibility away if high performance is not forthcoming Rescues the situation (takes over) or gives detailed task instruction when employees experience difficulties Co-ordinates with others as it impacts immediate task completion The trap many new leaders fall into Good in specific instances and short bursts Generally correlated negatively with engagement If you can t do it right (and fast), I ll do it myself. 64

65 Coaching Primary Objective: Long-term development of others Sees work as a way to develop/grow/stretch people Encourages/pushes employees to establish long-range development goals Reaches agreement with employees on the manager s and employees roles in the development process Very deliberate about exposing people to specific work assignments to grow/stretch/challenge them Will push people out of their comfort zone: balanced feedback Good to build-in time to debrief, capture lessons learned, what worked/didn t May trade off immediate standards of performance for long-term development Powerful as it takes a real interest in seeing people grow Generally positively correlated to engagement What did you learn? 65