Toronto Western Hospital Positive Leadership Program Creating a Culture of Excellence National Health Leadership Conference

Transcription

1 Toronto Western Hospital Positive Leadership Program Creating a Culture of Excellence National Health Leadership Conference Presenters: Mary Kay McCarthy, RN, MHS, Senior Clinical Director Mary Jane McNally, RN, MN, Senior Director of Nursing Kathy Sabo, RN, MHA, Senior Vice President

2 University Health Network- Toronto Western Hospital (TWH) Toronto Western Toronto General Princess Margaret Toronto Rehab TWH Overview: Providing primary through quaternary care for over 100 years Specialized programs in neurosciences, arthritis, minimally invasive and bariatric surgery. TWH Key Facts: 250 beds 90,971 inpatient days 377,086 clinic visits 60,498 emergency visits 771,452 diagnostic procedures 3600 employees

3 Our Journey of Positive Leadership Initiated in 2008 Utilized foundational principles of appreciative inquiry (AI) Based on Kim Cameron s positive leadership framework Course developed and led by the executive team Iterative evolution of content Co-facilitation by graduates Transferable to leadership and staff at all levels

4 What is Appreciative Inquiry (AI)? Does not avoid problems, but approaches them from the other side Generates practical plans to create new ways of working together Its not just about being positive The core is Generativity It leads to new ideas AND it leads people to choose new actions 4D Model of Appreciative Inquiry Discover What do we know already that we will build on? Destiny How do we adapt and re-adapt as the new story is created? Dream What do we want to create? What difference do we want to make? Design How will we make this difference happen? Srivastva, Fry, and Cooperrider, 1990

5 Coaching Change Management Program Design Evaluation AI Applications Research Organizational Development Performance Review Strategic Planning

6 TWH Executive Team (TWHE) TWHE Retreat decision to incorporate AI into daily work throughout organization. Focused on the model of Positive Leadership by Kim Cameron. Engaged leadership development consultant to assist in developing the model TWHE held 5 sessions focused on developing the positive leadership curriculum and field book. Decision to have executive team teach course. Developed TWH Leadership Philosophy and Credo. Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

7 Positive Leadership Theory of Change Lead by Example Appreciative Inquiry (AI) concepts embedded in TWH leadership philosophy. Influence Staff Behaviour Transform Culture Staff embrace positive leadership behaviors and reflective practice; improved organizational citizenship. Positive, healthy workplace with highly productive teams. Improve System Efficacy and Quality of Care Excellence in patient centered care, safety and innovative care delivery. Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

8 Positive Leadership Model Based on the book Positive Leadership by Kim Cameron. Widespread utility of principles- can be cascaded throughout organization. Based on empirical research; studies of organizations who have achieved exceptional success. Positive Leadership is 1. Enabling positively deviant performance 2. Fostering an affirmative bias 3. Focusing on virtuousness Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

9 Encourage Compassion Encourage Forgiveness Encourage Gratitude Foster Positive Energy Capitalize On Others Strengths Provide Best- Self Feedback Use Supportive Communication Enhance the Meaningfulness of the Work Implement Personal Management Interviews

10 D DIVERSITY We value each person s culture, experience and knowledge E EXCELLENCE We strive for the best in everything and everyone L I LEARNING We reflect on our work and behaviours in order to create a learning culture INNOVATION We have the courage to explore new approaches and take risks V VOICE We value freedom of voice for all I INTEGRITY We can be trusted to do the right thing and do what we say we will do R RESPECT We treat everyone with respect

11 DECISION MAKING INCLUSION EXCELLENCE SHARED GOVERNANCE TWH Leadership Credo COMMUNITY OF COMPETENCE COHESIVE INTERDEPENDENCE CO-INQUIRY IN ACTION

12 Positive Leadership Model Foster Compassion Foster Forgiveness Foster Gratitude Positive Climate Build energy networks Reinforce strengths Positive Meaning Affect human well-being Connect to personal values Highlight extended impact Build Community Positive Communication Positive Relationships Obtain best-self feedback Use supportive communication Cameron, 2008 Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

13 Positive Leadership Program (PLP) Design PLP Modules Overview Career Map Positive Meaning Positive Communication Positive Relationships Positive Climate Closing Teaching Methodology Course taught by TWHE since 2010; provided 7 programs with 99 graduates. PLP graduates from diverse backgrounds including operations, practice and education; across all clinical units and support services. EQi testing and coaching completed prior to starting the program. Theory Paired Interviews Group Discussion Case Studies Role Playing Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

14 PLP Course Highlights EQi Journaling Self-affirmation letters Theory bursts mixed with paired interviews and large group discussion Review of appreciative inquiry (AI) concepts. Career map presentations 360-degree best self feedback and reflection Strength based leadership and the personal management interview Anecdotal sharing from the leadership team Positive Leadership Graduate with Career Map Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

15 Evaluating PLP Success Innovative program evaluation based on hybrid of Most Significant Change (MSC) technique and Kirkpatrick Framework. Interviewees also asked to rate PLP delivery components on a scale of 1-10; average score was 8. MSC Technique Narrative, story-based technique Search for significant program outcomes Kirkpatrick Framework Reaction Learning Behaviour Results Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

16 What are graduates saying? Reaction: Behaviour: Learning: Results: The PLP experience affirmed the importance of building on strengths rather than correcting weaknesses with evidence. It helped me how to be a better mentor and coach team members and to work at changing the environment as a learner not a judge. I m learning how to prepare the way for change by getting input, setting a plan and asking for help from team. Positive communications with staff; appreciating staff; acknowledging their contributions; listening has led to more tolerant behaviour, trust and respect. Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

17 What are staff saying? Staff asked to complete survey about changes in manager s behaviour since taking the course. 76% of respondents indicated manager is demonstrating positive leadership behaviours. Statistically significant improvement in behaviours and effect on workplace environment since the program. Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

18 Employee Engagement at TWH In Fall 2013, UHN completed employee engagement survey (EES) across the organization Engagement measures the extent to which employees: Consistently SAY positive things about their employer Intend to STAY with their employer STRIVE to achieve above and beyond Survey measured employee perceptions of 22 drivers that influence employee engagement

19 Employee Engagement at TWH TWH: 64% TWH leadership: 78% Canadian Health Care* (55%) 2013 Best Employers^ (79%) Canadian Public Sector* (53%) Average for Canada* (64%) * Source: Aon Hewitt employee research database of approximately 5,700 organizations ( ) ^ Source: Aon Hewitt s 2013 Best Employers in Canada Study (118 organizations) TWH employees achieved an engagement score of 64% which is significantly higher than the Canadian Healthcare average (55%) and the Canadian Public Sector average (53%) TWH leadership achieved an engagement score of 78%, which is well about threshold of being classified as high engagement

20 What s next? Improving the patient experience through positive leadership behaviors at the point of care. Theme of this year s goal planning retreat: positive leadership behaviours and the exceptional patient experience. Exploring opportunities for advanced level PLP. Operationalize sustainability planning: Positive reflection a standing agenda item at local and site leadership meetings Personal management interviews in 1:1 meetings with direct reports Integrating program graduates in teaching modules Positive leadership corner in TWH newsletter Engaging graduates in course feedback and future development Mentoring opportunities to connect graduates with peers and senior leadership Implementing Positive Leadership Embraced by TWH Executive Develop Curriculum Deliver Course Graduate evaluationfocus groups Staff evaluation & impact Sustainability Plan Continuous Feedback & Improvement

21 Acknowledgements Dina D Agostino-Rose- Senior Clinical Director Jim Feyerer- Director, Human Resources Jan Lackstrom- Senior Clinical Director Mary Kay McCarthy- Senior Clinical Director Mary Jane McNally- Senior Director of Nursing Janet Newton- Senior Clinical Director Kaitlin Pattrick- Manager Strategic Projects Alexandra Radkewycz- Senior Public Affairs Advisor Kathy Sabo- Senior Vice President Neil Shepherd- Director, Facilities & Support

22 Questions?