Using Data to Drive Organizational Vitality 2015 OHA Annual Meeting June 8, 2015

Transcription

1 Using Data to Drive Organizational Vitality 2015 OHA Annual Meeting June 8, 2015 Jim Vaive & Marcia Lynette Waibel Spirit of EQ, LLC SixSeconds Preferred Partner Midwest U.S Network Leader

2 Spirit of EQ Who We Are Jim Vaive In 30 years of building and running a successful business, Jim learned that leadership is all about people -- and that the same interpersonal skills which let people lead in business are essential to leading in personal life. As a Network Leader for Six Seconds, Jim's role is to develop and support the network of members and practitioners in the Midwest in creating positive change. From service as a coach providing ministry to prison inmates, to educating parents to build thriving families, to consulting for executive teams across the country, Jim offers a practical mix of emotional intelligence, business acumen, and spiritual insight. His Noble Goal is to love people unconditionally while maintaining healthy boundaries. Lynette Waibel Lynette Waibel is a Certified EQ Assessor and Practitioner and associate of Spirit of EQ. She is also a Midwest U. S. Network Leader for Six Seconds. She has many years experience in the healthcare industry with certifications in Medical Technology and Infection Prevention, and is currently a Credentialed Trainer for healthcare software. Lynette has an MBA from Otterbein University and a Master Certificate in Lean Six Sigma from Villanova University. Working with people in spiritual venues and professionals in the healthcare field has allowed Lynette to develop a unique perspective as she teaches and presents in various venues with Spirit of EQ.

3 Objectives Identify 5 key drivers of organizational effectiveness List the 4 performance outcomes in the Team Vital Signs model Explain the role of trust in facilitating successful motivation, execution, teamwork, and change

4 Successful Motivation?

5 Why Focus on Engagement?

6 Patient Experience The key to driving improved patient experience at healthcare organizations is employee engagement, according to an online ASQ poll of more than 250 healthcare quality leaders. Source: Barnet, Shannon. 7 Steps to Improving Patient Experience, Becker s Infection Control and Clinical Quality: ASC Communications Retrieved from:

7 Source: Rabinowitz, Rebecca. Focus on These 5 Engagement Drivers to Boost your HCAHPS Scores, The Advisory Board Company, March 15, Retrieved from: engagement-drivers-to-improve-hcahps-scores?wt.mc_id= %7cdaily+briefing+spotlight%7cep%7cmrac%7capr %7c %7C%7Cpex%7C%7C#.VSfvRrO3j8I. .

8 The Financial Impact $450 billion to $550 billion annually in lost productivity due to low employee engagement in the U.S. Despite major expenditures designed to make people happier and more satisfied at work in the last ten years, employee engagement levels across the U.S. have remained tenaciously static lost productivity figures from the 2013 Gallup State of the American Workplace report

9 What s Wrong?

10 What Drives Deeper Motivation?* 1) sense of autonomy 2) feeling of competence 3) relatedness to the broader work of the organization 4) connection to the community of fellow employees *Research by Richard Deci, author of Why We Do What We Do

11 Motivation Iceberg Source:

12 Emotional Intelligence Emotional intelligence is the primary driver in leader effectiveness: using influence and building effective relationships, which are largely emotional tasks. EI has been measured as contributing 75-80% of the elements for success compared to 20-25% for IQ. Source:

13 Source:

14 Does Engagement = Vitality?

15 Vitality Performance in organizations comes from a dynamic blend of the individual, team and organization. 70% of change efforts fail primarily due to the people side* Developing the insight to stay in the 30% of successful change efforts can be the difference between vitality or decline. * Freedman & Ghini (2010) INSIDE CHANGE

16 Culture Two critical elements: People How intensely those people are committed to what they do Collect paycheck vs. contribute to something special

17 Engagement The scholarship on employee engagement by and large suggests one important point: one badly disengaged, nonproductive, or disruptive employee can contaminate a big chunk of the workforce. James Merlino, Service Fanatics

18 The Vital Signs Toolkit

19 Vital Signs

20 Multiple Levels Organizational: OVS Relational: TVS Individual: LVS

21 Vital Signs Tools Measure the capacities to foster a context of trust in order to... inspire deep motivation, achieve smooth execution, create effective teamwork, and transform resistance in readiness for change.

22 Trust A feeling of confidence, safety, and surety that engenders a willingness to risk and facilitates success in all the other climate factors The benchmark of an effective working relationship

23

24 Leadership Vital Signs

25 Leadership Vital Signs Your foremost job as a leader is to take care of your own emotional energy and then help orchestrate the energy of those around you. - Peter Drucker

26 Measuring the Drivers of Organizational Effectiveness Introduction to TVS TEAM VITAL SIGNS

27 Measuring the Drivers of Organizational Effectiveness 60% Performance = the team s of performance is driven by the climate factors measured in TVS Results + Satisfaction + Agility + Sustainability Consider: Are our interpersonal dynamics increasing or undermining our success? Is our workgroup a team?

28 Measuring the Drivers of Organizational Effectiveness Executive Summary Focus: Rapid, accurate insight into team climate (Climate = workplace context how do your people feel coming into work?) Value: Improve people performance Uses: Change, people strategy, development, measure ROI on initiatives Research: Validated, normed; climate scores predict sustainability, results, satisfaction, agility

29 Measuring the Drivers of Organizational Effectiveness Sample: Engagement Index A summary of current climate is captured in team engagement. Engaged: Committed, involved, connected. Neutral: Showing up, following. Disengaged: Distrustful, isolated, frustrated Disengaged 25% Engaged 25% Neutral 50% Consider: Today, what part of our team is fully on board and adding value?

30 Measuring the Drivers of Organizational Effectiveness The Vital Signs Model Consider: How would it feel if we increased any of these by 10%? What would 10% more trust do to our results?

31 Measuring the Drivers of Organizational Effectiveness Sample: Climate Snapshot This graph shows the overall scores on the climate. The median score is 100; scores in the grey zones represent lower or upper 25%. Consider: How do we compare?

32 TVS also measures four key outcomes Measuring the Drivers of Organizational Effectiveness

33 Measuring the Drivers of Organizational Effectiveness Sample: Outcomes Scores This graph shows overall scores on the four outcomes and an aggregate score: To improve or leverage these outcomes, improve organizational climate. Consider: Do we want these outcomes?

34 Measuring the Drivers of Organizational Effectiveness Komatsu: Pre/Post TVS Results Motivation Teamwork Execution Change Trust

35 Every Meeting Ever

36 Measuring the Drivers of Organizational Effectiveness Introduction to OVS ORGANIZATIONAL VITAL SIGNS

37 Measuring the Drivers of Organizational Effectiveness 70% of organizational change fails. Mostly due to poor engagement of people. Consider: What do we need to know about our people so we win on our critical strategies? How do we quickly & accurately get the critical data that will keep us in the 30% of success?

38 Measuring the Drivers of Organizational Effectiveness Executive Summary Focus: Rapid, accurate insight into organizational climate (Climate: how do your people feel coming into work?) Value: Improve people performance Uses: Change, people strategy, development, measure ROI on initiatives

39 Measuring the Drivers of Organizational Effectiveness Sample: Engagement Index A summary of current climate is captured in employee engagement. Engaged: Committed, involved, connected. Disengaged 25% Engaged 25% Neutral: Showing up, following. Disengaged: Distrustful, isolated, frustrated Neutral 50% Consider: What percentage of our workforce is actually adding value today?

40 Measuring the Drivers of Organizational Effectiveness The Vital Signs Model Consider: What would happen if we increased any of these by 10%? What would 10% more trust do to our bottom line?

41 Measuring the Drivers of Organizational Effectiveness Sample: Climate Snapshot This graph shows the overall scores on the climate. The median score is 100; scores in the grey zones represent lower or upper 25%. Motivation Teamwork Execution Change Trust

42 OVS also measures four key outcomes Measuring the Drivers of Organizational Effectiveness

43 Measuring the Drivers of Organizational Effectiveness Sample: Outcomes Scores This graph shows overall scores on the four outcomes and an aggregate score: Customer Focus Productivity Future Success Retention To improve or leverage these outcomes, improve organizational climate. Combined

44 Measuring the Drivers of Organizational Effectiveness Sample: OVS by Role Average Team Member (n=51) Manager (n=27) Senior Manager (n=14) Consider: As senior managers, are we getting the real story from our people? Are we on the same page?

45 Measuring the Drivers of Organizational Effectiveness Process 1. Customize :: Determine demographics (comparisons) & custom questions 2. Deliver :: Decide who will take the survey? When, how? 3. Review :: Plan who will get the results? How? 4. Action :: Define approach to communicate back to the organization.

46 Measuring the Drivers of Organizational Effectiveness The Vital Signs Toolkit LVS Leadership Vital Signs: Insight on leadership effectiveness. TVS OVS Team Vital Signs: Identify opportunities and obstacles for optimal group performance. Organizational Vital Signs: Measure key indicators of organizational climate across the enterprise. The Vital Signs toolkit is published by Six Seconds. Six Seconds provides consulting, training, education, and tools supporting people to create positive change in organizations, schools, families, and communities around the globe.

47 What s Happening in Ohio?

48 Top Issues at Work made with Wordle.net, larger words are more frequent Ohio Conference Sample, n=30

49 Feelings at Work - Without EQ What are the most frequent feelings in your workplace? Answers from those where EQ development is not a priority made with Wordle.net, larger words are more frequent Ohio Conference Sample, n=30

50 Feelings at Work - With EQ What are the most frequent feelings in your workplace? Answers from those where EQ development is a priority made with Wordle.net, larger words are more frequent Ohio Conference Sample, n=30

51 Engagement 3% Disengaged Neutral Engaged 43% 54% Ohio Conference Sample, n=30

52 Drivers of Vitality Motivation Teamwork Execution Change Trust Retention Productivity Customer Focus Future Success Ohio Conference Sample, n=30

53 Comments from Ohio HCW... Emotional intelligence & development makes hardworking, happy, satisfied employees. This should be the #1 priority to achieve 100% dedication to the organization. I think the intent is there, but when it comes to finances, training is not considered a worthy cost. I think the focus is more on developing basic leadership skills like interviewing, hiring, firing, teambuilding, etc. Not so much relationship based. Emphasis is on finance and customer service quadrants of balanced scorecard.

54 More Comments from Ohio... Our team is too busy trying to do their jobs that they don't have time for personal development. I haven't heard anything about "emotional intelligence" until asked to do this survey. Lack of leadership accountability modeling how to express emotions in a healthy manner. The leadership/management team does not adequately promote or require direct reports to acquire and be accountable for demonstrating EI competence. Continued training and education are not a priority here. Resources are not allocated to training & developement.

55 Your Opportunity Please complete and/or share the survey to help us obtain more robust data for Ohio Healthcare workers Link to the survey:

56 In Summary...

57 James Merlino Former CXO of the Cleveland Clinic Recognize that the key to your success is your people... Their engagement will drive the organization s success and enterprise goals. Measure engagement to keep a handle on the pulse of the organization.

58 In Conclusion...

59 How We Can Help Partnering with Spirit of EQ/Six Seconds allows you to access proven, customized emotionally intelligent solutions that get your people on board and rowing together

60 References Barnet, Shannon. (2015), 7 Steps to Improving Patient Experience, Becker s Infection Control and Clinical Quality: ASC Communications. Retrieved from: Every Meeting Ever. ( ). YouTube. Retrieved from: Freedman, Joshua; Ghini, Massimiliano ( ). Inside Change: Transforming Your Organization with Emotional Intelligence (Kindle Locations ). Six Seconds. Kindle Edition. Joel H. Head, ACC & Joshua Freedman, ( ), Inspiring Employee Engagement Through Emotional Intelligence, The Six Seconds Emotional Intelligence Network. Retrieved from: Merlino, James ( ). Service Fanatics: How to Build Superior Patient Experience the Cleveland Clinic Way: (Kindle Locations , , , 1672). McGraw-Hill Education. Kindle Edition. Morrison, Jayne, ( ). Infographic: The Bottom Line on Employee Engagement, The Six Seconds Emotional Intelligence Network. Retrieved from: Rabinowitz, Rebecca. ( ), Focus on These 5 Engagement Drivers to Boost your HCAHPS Scores, The Advisory Board Company.. Retrieved from: %7Capr %7C%7C%7Cpex%7C%7C#.VSfvRrO3j8I. . The Motivation Iceberg. ( ). The Six Seconds Emotional Intelligence Network. Retrieved from:

61 Thank You!!! Jim Vaive Spirit of EQ Lynette Waibel Spirit of EQ