Strategies for Success: Focus on Five Method to Achieving Functional Balance

Transcription

1 Strategies for Success: Focus on Five Method to Achieving Functional Balance CUSTOMER PERSPECTIVES Presented By: Colleen Rudio, Chief Strategist

2 Review: Seek Functional Balance Purpose Management Product & Service Management Strategic Goals Process Management People Management Profit Management

3 Review: Understand Key Perspectives Financial Perspective Customer Perspective Operational Perspective Growth & Innovation Perspective How do you increase value? How do you appear? How do you excel? How do you improve?

4 Review: Understand Trust Matters TRUST = SPEED COST TRUST = SPEED COST

5 Review: Understand Change Stages Internalization of new behaviour Action to change personally Understanding of change direction Commitment to the work setting Significant involvement needed Awareness of desired change Information with some involvement sufficient here

6 Review: Drive Above the Line Behaviors Source: associatesmind.com

7 QUESTION.Who are your primary and secondary customers? Patients Partners Vendors Team Members C-Level Members

8 Measure service impact from an Outside perspective.

9 Patient Perspectives How should we appear to our patients? Quality service, technical expertise, innovative services, relevant and timely discussions, full-service provider, high value, community focused What can you measure? On-time service, service quality, call response time, defined cost, open ratios ( s/newsletters), branding message, marketing / advertising efforts, satisfaction score, expanded market involvement, new patient acquisitions, brand image and reputation 9

10 Partner/Vendor Perspectives How should we appear to our partners/vendors? Technical expertise, reliable procurement procedures, qualified team, reliable accounting systems, alignment of purpose, high value relationship, innovative What can you measure? % of invoices disputed, timeliness of delivery, average procurement time, average value of orders, on-time delivery, service quality, marketing/branding efforts, community engagement levels, participant satisfaction scores, expanded market involvement, brand image and reputation 10

11 Why Brand Matters What is the brand saying about you? What is the brand experience? Showing compassion Providing safe environment Building trust Engaging the patient in treatment process Respecting the patient s resources (time, money, self) Providing value-added services What is your service priority?

12 Influence team engagement by mitigating common Risks.

13 Common Risk: Conflict Phase One Characteristics mostly problem-oriented, different ideas, see others weaknesses, parties abide by rules and standards Phase Two Characteristics interaction becomes competitive, each party may look at bending rules to their advantage, conflict resolution becomes an issue, relationships suffer, emotions elevate Phase Three Characteristics focused on destruction, overwhelming belief that violations occurred, standards failed, compulsion to push on at any cost

14 Minimizing the Risk: Ask?s Conduct an Team Inventory Identify Potential Functional Triggers misalignments, departmental disconnects, pace variations, interaction cross-overs Assess Personal Behavior Styles Identify Potential People Triggers customer expectations, owner/investor disconnects, management/department expectations, individual or work related conflicts Determine Risk Management Position Build Procedures and Processes organization vision / mission / values, procedures and processes, human resources / employee manual, customer complaint / service procedures

15 Common Risk: Resistance Loss of status or job security Surprise and fear of unknown Peer pressure Culture of mistrust Lack of preparation

16 Minimizing the Risk: Ask?s Participation Do you have strong situational awareness? Are there circumstances that prevent participation? What is the right level of participation? How should participation be achieved?

17 Minimizing the Risk: Ask?s Communication Who, What, When, Why, and How? Is communication leveraged effectively? Training How different will each job be once transformation occurs? Did knowledge and ability requirements change? How confident are you in leading the transformation?

18 Common Risk: Engagement Problems are not thoroughly analyzed Deadlines and milestones are frequently missed Below the line behavior Innovation risks are not taken or encouraged

19 Minimizing the Risk: Ask?s Suggestion-Based Systems (People Driven) Continuous Improvement Teams (System Driven) Quality Improvement Teams (Product Driven) Performance Improvement Teams (Cost Driven)

20 Strengthen how you Appear by increasing your influence.

21 Influence Builder: Understanding Our Core Drivers The Foundation Core Drivers Communication Skills Teamwork Creative Problem Solving Interpersonal Skills Manage Relationships Self-Direction Professionalism Technical Knowledge Business Acumen Ethics and Integrity Personal Credibility Core

22 Influence Builder: Understand Basic Drivers Results vs Relationships Does the person talk about challenges or harmony? State vs Stories Does the person talk about facts or share stories? Feeling vs Thinking Does the person use feeling or thinking words? Visible vs Invisible Does the person (or group) want to be visible or invisible?

23 Influence Builder: Understanding Our Competencies Our Responsibility Leadership Competencies Organization s Ability to Achieve Purpose Create Visioning Process Select Leaders Define Leadership Expectations Appointed Leaders Ability to Create and Lead Teams Create Win/Win Scenarios Effectively Resolve Conflict Management Projects and People Improve Systems Provide Safe Work Environment Leadership Core

24 Influence Builder: Taking Personal Responsibility Personal Responsibility Professional Competencies Global Perspective Organizational Awareness Build Trust and Accountability Maximize Performance Results Seek Diversity and Perspective Forward Thinking Influence Others Flexibility Exercise P.R.I.D.E. Personal Responsibility in Daily Efforts Professional Leadership Core

25 Influence Builder: Know When to Take Action Trigger personal influence when others depend on you to collaborate and share information others depend on you to provide guidance and support others depend on you to achieve workplace goals others depend on you to set the pace and provide clarity

26 Know How You Appear to Build Influence and Drive Results Patients Partners Vendors Team Members C-Level Members

27 Questions and Answers