Comprehensive Leadership for Senior Executives

Transcription

1 Comprehensive Leadership for Senior Executives ACHE Professional Development Session Little Rock, AR October 11, 2013 Presented by Tom Atchison

2 This session will be valuable to me if I learn, solve, understand, create.

3 Tangibles Personal Intangibles Organizational Intangibles INPUTS Cash People Policy/Procedures Strategy Plant Information Systems Communications Meaning Caring Giving Mission Values Vision Inspiration Leadership Recognition Motivation OUTPUTS Profit Market Share Products Customer Satisfaction Growth Productivity Quality Inner Peace of Purpose Joy Pride Culture Followers Commitment Job Satisfaction Team Spirit Trust Quality

4 REMEMBER BALANCE No Balance No Business No People No Profits 4

5 Titled Executives (CTOs) Begin Here TANGIBLES: Clinical and business processes account for 35% of organizational performance The Bridge Between the Tangibles and the Intangibles INTANGIBLES: Human relations account for 65% of organizational performance Financial Performers Patient Safety Clinical Quality SYNERGY Joy Pride Respect Trust These 3 elements result from living the: Strategic Plan Departmental Plans The Budget The X Factor The Spirit of the organization THE DEEPER DIMENSIONS These 4 elements are the source of a sense of purpose and meaningful work as a result of living the mission, values and vision. Leaders (CLOs) Begin Here

6 REMEMBER: DEVELOPMENTAL

7 Trust + Respect Then Pride and Joy

8 Leadership/Management Leadership Management 8

9 Titles Leadership Followership Titles e.g., Executive, Manager, Director, Trustee, Chief of Staff are received upon employment or appointment and last as long as the person is in the position. Leadership is not a title given, but a status earned through the display of: Competence, Integrity, Consistency, Courage, and Humility. Followership is the defining characteristic of leadership and result from aligned values, shared vision and trust.

10 Leadership Management Inspires Predictable Influence Control Listens Talks Vision/Strategy Focus Tactics/IPFocus Manages change Reacts Minutes 1440 Relationships People Money Plans Policies

11 Leaders lay the track. Managers make sure the trains run on time.

12 Leaders are thermostats. Managers are thermometers.

13 Leaders are gyroscopes. Managers are compasses.

14 Farmer Soil Seed

15 Leadership Management Inspires Influence Listens Vision Focus Manages change Predictable Control Talks Tactics Focus Reacts Minutes (1440) Money Relationships People Plans Policies

16 CONTROL INFLUENCE Technical Management Leadership

17 Review 1. A mirror that reflects the way others see us (Note: Emotional Intelligence Daniel Goleman, 1995) 2. Ruthless control of your calendar

18 Leadership Definition Leaders have trusting followers with aligned values who commit to achieving a vision within a culture of performance. Tom Atchison

19 Learnings I want to remember. Application to my current role/responsibilities. Questions????

20 What is Culture? Corporate Culture? Hospital Culture?

21 Culture Basics Evolved from Anthropology to mean all human phenomena that are not genetically determined. It is the way humans represent their lives in symbols, values and behaviors language, dress, food, religion, commerce the totality of our way of life. How tradition, values and social practices affect our psyche in ways that unify peoples. Culture is everything! Culture is what we do when no one is looking!

22 USA Culture Some of the cultural symbols, values and behaviors that define USA s culture are.subcultures??

23 Corporate Culture Definition Corporate Culture is the organization s personality. It is the behavioral manifestation of an agreed upon set of core values Makes it possible for trustees, physicians, executives, managers and employees to share the same set of values, and work toward the same goal. Corporate culture allows a company to capitalize on individuality and create a synergy for the benefit of the customers.

24 Corporate Culture Some retail and service organizations that have strong corporate cultures include Starbucks, Zappos, Nordstrom, Ritz, Disney. Other USA companies. What values and behaviors make them unique? What would a company look like if they had a weak corporate culture or multiple subcultures?

25 Culture creation/strengthening is the process of converting Value words to behaviors. It is personality Development 3 5 years

26 Behavior* is the Culture Metric Behaviors are different from emotions, feelings and impressions. Behaviors have these characteristics: 1. Observable 2. Repeatable 3. Measureable The two metrics for behavior are: 1. Frequency, and 2. Duration *Words lie Behaviors never lie!!

27 BEHAVIORS FEELINGS EMOTIONS VALUES Hard Easy

28 Healthcare Culture A combination of the healthcare organization s Mission, Values and Vision held together by trust. Unique because of the patient and family needs/wants. Unique because no other industry has physicians, nurses and other clinician working collaboratively for the patient. Remember: Hospitals are not Hotels or amusement parks!!

29 Organizational Dynamics Executives Physicians Decision Process Influence Control Perception of Time Long Range Now Sense of Self Part of a Team Protection of Individual Prerogative Locus of Control Corporate Strategy Practice Needs First Loyalty To the Corporation Patient

30 Strength of Culture

31 Mission Definition A mission statement is the invisible hand, which guides employees. A mission statement must be seen as market oriented, feasible, motivating and specific. The ideal mission statement, however, should be clear and direct the standard for making decisions.

32 Values Definition Decision Rules Motivational Influences Behavioral Drivers

33 Sample Values 1. Friendship 2. Being Liked 3. Risk Avoidance 4. Quality of Care 5. Patient Satisfaction

34 Vision Definition Visions are statements of destination, so, they are forward looking. Visions are conceptualizations of hopes for the future. Visions express a sense of the possible (not the probable). Visions are unique, they set you apart from everyone else. Visions always begin with THE

35 Transcendent Purpose Inspirational VISION Directional Measurable STRATEGY TACTICS INDIVIDUAL PERFORMANCE

36 TRUST IS THE CRITICAL SUCCESS FACTOR

37 Trust The perception of honesty, openness and reliability Increases as a function of active listening Takes a long time to develop Can be weakened/broken easily Is the glue and lubricant for sustainable success There is NO relationship between being trusted and being liked!! The benefit of the doubt!! Controls Pre emptive Behavioral Responses

38 Learnings I want to remember. Application to my current role/responsibilities. Questions????

39 CHANGE

40 Change Quotes Change before you have to. If the environment changes faster than you do, you will be out of business Manage change or react to change. All organizations are perfectly aligned to get the results they are getting. If you change nothing nothing changes. Hope is not an effective strategy for change. Remember, the stone age didn t end because they ran out of stones. J. Welch T. Atchison D. Berwick, MD T. Atchison T. Atchison Rick We cannot solve today s problems working from mindsets that created them. paraphrase from Albert Einstein

41 Dynamics of Change The Easy to Hard Continuum Midpoint Iwant, I understand I control Idon t want, I don t understand and I don t control

42 Dynamics of Change The Anxiety/Behavior Continuum Happy individuals resist change Window of Opportunity for Change Angry individuals resist change

43 Contrary to popular belief, happiness doesn t result from relaxation or completely stress free living, but from meeting challenges with intense activity and interest. Mihaly Csikszentmihalyi

44 Pride Indicators* 1 Strongly Disagree 2 Disagree 3 Uncertain 4 Agree 5 Strongly Agree I have a sense of loyalty to this company. I identify with this company. I think about the future of this company. I ve regretted that I chose to work for this company. I do extra work here because I want this company to succeed. I feel that I share in the success and failure of this company. I feel a sense of ownership in this company. It would take very little for me to move to another company. I take pride in being part of this company. *Any indicator less than 4.0 needs to be addressed. MetriTech

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47 Slumber Pajamas Pillow Nap Bed Quiet Snore Dream Blanket Night

48 REMEMBER 1. Each person is correct from their point of view; 2. Collect all points of view; 3. Find points of greatest agreement; and 4. Focus of the future.* *You can t un ring a bell!!

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51 Remember 1. Always agree on the end game, 2. Always agree on metrics, and, 3. Specificity is the key.

52 Learnings I want to remember. Application to my current role/responsibilities. Questions????

53 Talent Management

54 Hiring/Credentialing Grid DOMAIN DX RX 1. Knowledge Academic Education Credentials/Tests 2. Skills Competencies Training 3. Attitude Climate/Opinion Recognition Surveys Practices 4. Motivation Culture Organizational Assessment Development 5. Values Culture Organizational Assessment Development 6. Capacity Interview/Work Performance Selection 7. Personality API, Myers Briggs Therapy/Drugs

55 1. Capacity Human Capital Elements* 2. Capability 3. Motivation *Targeted Selection and Values based Interviewing

56 Values Agree=Compromise* Values Conflict=Consensus** *think chicken and pig farmers **think cattle rancher and vegan

57 Ah, Consensus To me, consensus seems to be the process abandoning all beliefs, principles, values and policies. So it is something in which no one believes and to which no one objects. Margaret Thatcher (b. 1925) British Conservative politician, prime minister. Quoted in: Denis Healey, The Time of My Life, pt. 4, ch. 23 (1989). Lawson & Associates 5/17/98

58 Learnings I want to remember. Application to my current role/responsibilities. Questions????

59 Communication

60 Communication #1 Language of the receiver Log in New/Old Team

61 Communication #2 Mouth Management Active listening Trust

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63 Remember We are very much controlled by our historical relationships with symbols. Understand Pre emptive behavior response clusters. What do you symbolize to various people, groups? What are your organization s most important cultural symbols?

64 Learnings I want to remember. Application to my current role/responsibilities. Questions????

65 Motivation

66 Remember Motivation is simple. You eliminate those who are not motivated! Lou Holtz

67 Time Spent in Each Cell 3 Cynics Who is a low performer, feels undervalued and always complains? 2 SKEPTICS Who is very hard-working, creative, critical and annoying? Noise Level Stabilizers 4 SLUGS Who is a low performer, but reluctantly does just enough to stay? 1 STARS Who currently behaves the way you wished everyone behaved? Contribution to Performance N/600

68 Note Common People Metric Turnover rate less than 12% per year Maybe turnover should be 100% for cynics and slugs, and 0% for stars and skeptics?!

69 REMEMBER People don t come to work to be No.1or 2 or to get a 20 percent return on assets.

70 They come to work to get meaning from their lives. Christopher Bartlett, Professor, Harvard

71 Learnings I want to remember. Application to my current role/responsibilities. Questions????

72 Teamwork/Spirit

73 Team Description Gathering Group Team

74 Team Components Shared purpose Clear Roles Clear Role Interdependency Dynamic Tension

75 Summary

76 Successful Comprehensive healthcare leaders have followers Leadership because Characteristic they align values first, then create and communicate their vision within a context of trust and respect.

77 High Performance Organization Factor Traits CLO Chief Leadership Officer High/Low Performance Competency Integrity Consistency Courage Humility Organization Low Performance Organization Factor Traits CTO Chief Titled Officer Economic focus Egocentric behavior Over controlling Unpredictable Autocratic Positive Workplace Environment Meaningful work Professional development Respect Clear direction Reasonable expectations Toxic Workplace Environment Productivity measures rule High stress Expectations change often Employees are viewed as economic units No/limited opportunity for professional development Followers Pride Joy Engaged Innovative Rewarded Survivors Minimum behavior Blame transfer Avoidance Uncertainty Anger (passive aggressive behavior)

78 Leadership Quick Test 1. I am aware of the way I am perceived by various groups. 2. I have complete control over my calendar. 3. I invest two thirds of my time to relationship improvement.

79 Leadership Test, con t 4. I invest more time in the future than the present or the past. 5. I know the capabilities and capacity of the talent needed to be successful. 6. I am trusted throughout the organization. 7. Coaching and professional development are a big part of my daily work.

80 Leadership Test, con t 8. I am a servant leader. 9. I routinely use active listening techniques. 10. I deal with difficult behaviors, problems and conflicts quickly and effectively. Mean score:

81 Learnings I want to remember. Application to my current role/responsibilities. Questions????

82 Personal Contract for Change I, (Name) Promise to These changes will begin in the next 3 days, and measured by: (Date) I need to work with the following people if I am to fulfill this contract:

83 References Basic Good to Great, Jim Collins Exceptional Leadership, Carson Dye Inside the Physician s Mind, Joe Bujak, MD The Checklist Manifesto, Atul Gawande, MD Intermediate How the Mighty Fall, Jim Collins Active Listening, Michael Hoppe Onward, Howard Schultz Leadership s Deeper Dimensions, T. Atchison Advanced Great by Choice, Jim Collins The Speed of Trust, Steve Covey, Jr. Let My People Go Surfing, Yvon Chouinard Emotional Intelligence, Daniel Goldman The Zappos Miracle, Shinobu Ishizuka *Escape Fire

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