Alignment and Accountability

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2 Alignment and Accountability The Right Thing to Do Is Not Always Easy Kimberly H. Bordenkircher RN, MBA, FACHE CEO, Henry County Hospital Napoleon, Ohio

3 Learning Objectives 1. Identify mechanisms to create an inspiring vision of the future. 2. Create an environment which inspires people to engage with that vision. 3. Discuss ways to hold staff accountable for the vision.

4 THE JOURNEY STARTS The Chicago Trip August 2007: Three members of the Administrative Team attended Taking Your Organization to the Next Level The three of us knew There is something here HARDWIRING Leadership We realized, not right away, that we needed a coach and along comes RaNae Wright 4 4

5 AND RECOGNITION FOLLOWS 10 PRC Awards in 2015 Best Places to Work in Healthcare (5years!) Organization of the Month Studer Group Wireless: Most Improved Ohio Wellness Award 5

6 Execution Framework: Evidence-Based Leadership SM LEADER EVALUATION Implement an organization-wide leadership evaluation system to hardwire objective accountability LEADER DEVELOPMENT Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results MUST HAVES Rounding, Thank You Notes, Employee Selection, Pre and Post Phone Calls, Key Words at Key Times PERFORMANCE GAP Re-recruit high and middle performers, Move low performers up or out STANDARDIZATION Agendas by pillar, peer interviewing, 30/90 day sessions, pillar goals ACCELERATORS Leader Evaluation Manager Validation Matrix SM Provider Feedback System SM Studer Group Rounding Patient Call Manager TM 6

7 CREATING AN INSPIRING VISION

8 Healthcare Flywheel 8

9 Nine Principles 1. Commit to excellence 2. Measure the important things 3. Build a culture around service 4. Create and develop great leaders 5. Focus on employee satisfaction 6. Build individual accountability 7. Align behaviors with goals and values 8. Communicate at all levels 9. Recognize and reward success 9

10 On a scale of 1-10 How value driven are you as an organization?

11 On a scale of 1-10 How well do you deal with performance issues?

12 Connecting Heart and Mind Heart Mind 12

13 INSPIRING PEOPLE TO ENGAGE WITH THE VISION 13

14 The Secrets of Being a Leader who Inspires Ignite your enthusiasm Be passionate about the work you do. Leaders cannot inspire, unless they re inspired themselves. Suze Orman 14

15 The Secrets of Being a Leader who Inspires Navigate the course of action Create and articulate a vision. Bold visions create excitement and inspire others to do more than they thought was possible. Wendy Kopp 15

16 The Secrets of Being a Leader who Inspires Sell the benefit Be transparent and over communicate the why. Transparency and clarity alleviate our worries and sharpen our focus on meeting the big challenges we face. Quint Studer 16

17 Communicating: The Suggested Sequence Why What How 17

18 The Secrets of Being a Leader who Inspires Paint a picture The Power of Storytelling. By connecting the story to the behavior you re looking for, you Inspire. Quint Studer 18

19 The Secrets of Being a Leader who Inspires Invite Participation Engage Staff in decisions that are Meaningful. More engaged employees are better at improving process; they really fix things rather than just working around problems. Quint Studer 19

20 The Secrets of Being a Leader who Inspires Remove the Negativity Strive to be positive and optimistic about the future, despite the uncertainty. Being a leader in healthcare today is like continuously walking up a down escalator. If one stands still, they go backwards. Quint Studer 20

21 The Secrets of Being a Leader who Inspires Envision the Possibilities Never become comfortable with where you are. People wish to be settled; but only as far as they are unsettled, is there any hope for them. Ralph Waldo Emerson 21

22 HOLD STAFF ACCOUNTABLE FOR THE VISION 22

23 Organizational Assessment from Straight A Leadership The top three opportunities for improvement at Henry County Hospital. Administrative Team Manager Supervisor/Other Employee Engagement and Satisfaction Accountability Physician Engagement and Satisfaction Accountability Dealing with Low Performers Dealing with Low Performers Technology Goal Setting and Strategic Planning Accountability Slide 23 23

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27 Trust but Verify Every man who observes vigilantly and resolves steadfastly grows unconsciously into genius. Edward G. Bulwer-Lytton Role Play the Behavior Practice the Skill Observe for Feedback and Validation Request Self Assessment Feedback Ratio of 3 to 1 Schedule Observation 27

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29 THE IMPORTANCE OF CELEBRATION The CARS Team Celebration and Recognition Service Team Connect to a goal Managing Up Incorporated into daily routine 29

30 Set Performance Expectations Carefully Words that drive compliance in hospitals 26% 69% 98% Expected Required Mandatory 30

31 We have learned that the reluctance to address low/sub-par performance keeps an organization from being the best. Quint Studer 31

32 What Does Reluctance Look Like? We can never replace this skill He has worked here a long time Everyone loves her Her technical skills are great It is not the right time The holidays are coming I should have done more I have not communicated properly 32

33 EBL: HIGH SOLID LOW A Process A Journey Best Reflection of a leader s Values Transparency is Powerful Included on Performance Review Shared criteria at Employee Forum Constantly re-recruit High and Solid performers 33

34 Communicating: The Suggested Sequence Why What How 34

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37 Kimberly H. Bordenkircher RN, MBA, Insert Your Photo Here FACHE CEO, Henry County Hospital

38 Patricia J. Frank RN, MSN Insert Your Photo Here CNO, Henry County Hospital