Building a Collaborative Senior Team in a Time of Change. Your Speakers. Agenda 4/20/2015. Complex collaboration in healthcare why senior leaders fail

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1 Building a Collaborative Senior Team in a Time of Change The Impact of Leadership Competencies on Organizational Effectiveness John Sheehan Bryan Warren President UW Health at the American Center, SVP UW Health Hospitals and Clinics Manager, Healthcare Solutions, Select International Your Speakers John Sheehan, FACHE President, UW Health at The American Center and SVP UW Health Hospitals and Clinics. Formerly EVP/COO and Regional VP of Clinics and Operations at Unity Point Health. He s also held VP positions at ThedaCare, GeisingerHealth and Centura Health. He holds a B.S. from the University of Wisconsin and earned his MHA from St. Louis University. Bryan J. Warren Manager, Healthcare Solutions at Select International. Select provides selection and development tools and expertise to leading organizations including Toyota, the United Nations, Goodyear, Merck and Verizon Wireless. Before joining Select, Bryan was a healthcare and employment law attorney, and then Vice President and Corporate Counsel for a leading service line development consulting firm. Select s healthcare work focuses on front line staff, managers, senior leaders and physicians. Agenda Complex collaboration in healthcare why senior leaders fail UW Health at The American Center unique opportunities and challenges The American Center Council Motto If your actions inspire others to dream more, to learn more, to do more and to become more, then and only then are you a leader. UW Health at The American Center will be a place full of leaders. The impact of leadership behaviors on organizational success 1

2 The Challenge of Complex Collaboration Complex problems require complex teams (large, diverse, specialized) These groups are less likely to: Share knowledge freely Learn from one another Shift workloads Help one another complete tasks Share resources (Gratton and Jackson, Eight Ways to Build Collaborative Teams, Harvard Business Review, Nov. 2007) Leadership Behavioral Challenges 360 degree feedback from over 11,000 senior leaders. Common to those who were fired and the 10% rated least effective : Lack Energy and enthusiasm Accept their own mediocre performance Lack clear vision and direction Have poor judgment Don t collaborate Don t walk the talk Resist new ideas Don t learn from mistakes Lack interpersonal skills Fail to develop others Ineffective leaders are often unaware of these behaviors (Ten Fatal Flaws that Derail Leaders, Zenger and Folkman, Harvard Business Review, 2009) Collaboration in Healthcare Can Physicians Collaborate? An Examination of Organization Development in Healthcare, James Stoller, MD, OD Practitioner, Vol. 26, No. 3, 2004 Competitive Individualism Extrapolated Leadership Entitlement from Ascending Hierarchies Deficit-Based Thinking Doctors are effective because they can react to crises in immediate, definitive ways. This quick, interventionist approach can be antithetical to making good management decisions, which require continuous, collaborative, holistic care. 2

3 Case Study Why invest? Strategy: Be a first-choice destination for scheduled surgeries for patients, payers and surgeons in Wisconsin and beyond Strategy: Offer a seamless new access point for comprehensive UW Health services Strategy: Strengthen the UW Health brand through high quality health and wellness programs for communities in eastern Dane County Strategy: Free space in UW Hospital to accommodate the UW Health master facility plan The American Center Three Wings of Health and Wellness 3

4 Construction Camera The UW Health Strategic Plan at The American Center Clinical Model of Care High quality, efficient care through teamwork, innovation, standard work and lean principles Quality Distinction Evidence-based care that achieves top decile performance for outcomes Primary Care Leaders in coordination of care and smooth transitions to and from the medical home Patient and Family Experience Minimal waits, services brought to patients, personal attention Population Health Patients as partners in health and wellness; athletes supported for maximum performance Market Focus First choice of Wisconsin patients, surgeons and payers for surgeries offered Best Work and Academic Environment A great place to work and learn, exemplified by trust, pride and camaraderie Integration Seamless care for patients and a model for the UW Health Way Defining Characteristics Facility design: Inviting, flexible multi-use spaces, outpatient and wellness focus Workflows: Standard processes and tools whenever possible Patients: Scheduled surgeries and associated outpatient specialties. No trauma care, limited critical care. Reduced variation. Associate roles: Emphasis on cross-training and adaptability to new and innovative roles Incubator: An environment for innovation and refinement of new roles, processes and tools 4

5 Work Environment Standard Work: For all associates at all levels, including the leadership team Patient Flow: Work follows patient flow, crossing physical and traditional boundaries to serve patient Process improvement: Daily attention to improving quality and efficiency. Huddles, gemba walks, continuous fine-tuning. Coaching: Coaching and facilitating vs. directing and managing Organizational structure: Flatter structure to facilitate streamlined decision making and physician leaders engaged at all levels UW Health at The American Center Background/Challenges Establishing a new culture within a traditional and highly successful academic medical center. UW Health has a unified strategic plan but is in the process of a complex integration. Desire for more physician leadership skill and engagement. The American Center as a pilot for the UW Health Way. Utilizing new tools for selection and development of physician and other senior leaders. Utilization of lean management such as Leader Standard Work. The American Center Roadmap to Integrating Senior and Physician Leadership Create council structure aligned with larger system. Establish competency map and dictionary. Key Physician and Senior Leaders identified and developed utilizing executive assessment. Team discussion of composite and individual development reports. Individual and group action plans. 5

6 Strategic Framework Council Structure President s Council Assure accountability to the UW Health at The American Center competency map and dictionary. Operations and Performance Physician Leadership Council Improvement Council Advance operations plan to meet business plan Assure consistency with UW Health standards Provide council support, including agenda setting Track decisions and issues to be resolved Drive accountability of action plans Coordinate communication plan Assure physician and APP ownership in the success of The American Center. Performance Excellence Council Facility Readiness Council Best Work and Academic Environment Council Organization Health and Market Focus Council Assure successful implementation of the UW Health Strategic Plan at The American Center. Assure the facility is compliant and operational on August 17, Assure a great place to work and learn for all associates. Assure achievement of The American Center business plan. The American Center Council Motto If your actions inspire others to dream more, to learn more, to do more and to become more, then and only then are you a leader. UW Health at The American Center will be a place full of leaders. UW Health Values: American Center Competencies Collaborative Leadership Managing collaboratively across different business drivers, cultures and interrelationships within the organization in order to achieve common goals. Maintaining effective working relationships. Respecting individual differences and diversity, and leveraging the unique talents of others to enhance organizational effectiveness. Promoting a collaborative working environment. 6

7 Positive Behaviors of Collaborative Leaders Utilizes a process to reach and revise an agreement on objectives and the allocation of resources to accomplish the objectives. Displays patience and understanding when listening to differing opinions and leverages the unique talents of others to enhance departmental effectiveness. Treats people of all levels and backgrounds equally, with respect and courtesy. Motivates and encourages each associate to work as part of the team to accomplish goals; celebrates collaboration; provides recognition and acknowledges team behaviors. Helps direct reports resolve conflicts constructively; identifies and removes barriers to effective teamwork. Uses active listening skills and realizes that misunderstandings can be caused by variations in values, culture, and other differences; treats misunderstandings as learning opportunities. Proactively initiates relationships with stakeholders across the organization and works horizontally; works hard to resolve conflicts with and between others cross-departmentally to ensure a harmonious and effective working environment. Promotes diversity, both demographically and in opinions, and cultivates a culture of mutual respect. Works effectively with other people over whom he or she has no direct authority. Negative Behaviors of Collaborative Leaders Prefers working alone; shows little interest in working on a team; places own work and goals before organizational or team goals. Has difficulty cooperating and working effectively with others, particularly those from diverse backgrounds; is overly direct, challenging and blunt. Does not take the time to build relationships with key stakeholders across different areas of the organization; works vertically and only within one s own department instead of involving others to resolve conflicts. Focuses on negative outcomes; does not work to help others find common ground. Behaviors and Operational Impact 7

8 ACHIEVING SUCCESS Accountability 2.8 Chairperson Executive Assessment Average Competency Ratings Focus on Patients Results Orientation Planning & Organizing Adaptability SYSTEM THINKING Learning Agility Strategic Thinking Financial Acumen Judgment RELATIONSHIP MANAGEMENT Relationship Building Team Work Emotional Intelligence Openness to Feedback Stress Tolerance PEOPLE LEADERSHIP Establishing Trust Motivating and Developing Talent Provides Direction Holds Others Accountable Conflict Management Self-Awareness Social Awareness & Sensitivity Working Collaboratively Coaching Others Delegating & Empowering Group Challenges compared to Normative Database Managing Change Motivating Others Norm Group Negotiation Performance Management Providing Feedback Interpreting Information / Analysis Openness to New Ideas Accountability Adaptability Initiative Planning & Organizing Positive Impact Lessons Learned Buy-in of Department Chairs and Dean Link group behavioral skills to operational challenges Assessment for newleaders, development for existing leaders Emphasize importance of behavioral skills in getting the job done Emphasize the assessment tool as one factor in the selection decision Emphasize awareness and emotional intelligence and utilizing the assessment tool for development 8

9 A More Deliberate Approach Defining leadership competencies and behaviors Engaging the leadership team, including physicians in discussions about leadership, collaboration, culture, etc. Using executive assessment as a starting point Linking operational challenges to group behavioral skills Next Steps Leadership doesn t happen by accident 360 degree assessments Small group feedback Individual developmental plans On-going training on leadership/relationship skills How do we measure success? Discussion 9