DRIVING ACCOUNTABILITY THROUGH ORGANIZATIONAL BEHAVIOR Mike Coppola, FACHE, MBA
Agenda 1. Role of Leadership as the Accountability Driver 2. Leading Practices & Accountability Tools 3. Organizations outcomes 2
Table Exercise: What is Accountability? What Words or Feeling Come to Mind? I am going to hold you accountable 3
Is Leadership Looking For a Gotcha? Fear Threat Stress Uh oh, now there are expectations Punishment 4
Accountability Definition - The obligation to demonstrate and take responsibility for performance in light of agreed upon expectations. There is a difference between responsibility and accountability; responsibility is the obligation to act; accountability is the obligation to answer for that action. 5
Characteristics Of Great Leaders Cared about us Gave honest feedback Developed our skills Held us accountable for our performance Celebrated our success 6
Who s Accountable? Our Patients, Our Employees, Our Providers, Our Communities 7
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What Are They Accountable For? Professional competence Legal and ethical conduct Financial performance Adequacy of access, public health promotion, and community benefit Workplace culture Quality of services rendered- experience, health outcomes, follow-up Achieving strategic outcomes Other? 9
Leaders Must Be Held Accountable For Results And Not Just Working Hard With No Impact 10
We Can Not Stand Still And Survive Being a leader in healthcare today is like continuously walking up a down escalator. If one stands still they go backwards. Quint Studer 11
Leaders Should AIM to MOVE ORGANIZATIONAL RESULTS! Skill Facilitation Tools & Processes Quantitative & Qualitative Data Will Communication Oversight & Follow-up 12
A show of hands HOW MANY OF YOU CASCADE OBJECTIVE GOALS TO ALL LEADERS IN YOUR ORGANIZATION? 13
Why Organizational Change Fails Dots are not connected consistently to purpose, worthwhile work and making a difference Do not achieve critical mass - Lack of balanced approach Absence of an objective accountability system Leaders do not have the training to be successful Too many new behaviors introduced at once need of sequenced approach No process in place to re-recruit the high and middle performers and address low performers Inability to take best practices and standardize across organization Failure to have leaders always do desired behaviors Source: Studer Group. Organizational Change Processes In High Performing Organizations: In-Depth Case Studies with Health Care Facilities. Alliance for Healthcare Research. 2005. 14
Accountability Begins with the Board! The board has only one employee Guess who? CEO 15
Driving Accountability - Cascading from the Strategic Plan Vision without execution is hallucination. -Thomas Edison 1. Strategic Plan 2. Pillar Plans Specific plans related to each pillar (service, quality, growth, finance, community, etc.) providing detail and ownership. 3. Organizational Goals Well articulated, specific and objective outcomes for each pillar plan. 4. Cascaded Goals 4-6 specific goals cascaded to each leader, weighted to show priority areas and a range of performance that may be achieved (e.g. 1-5 rating, where 3 is meeting goal). 5. Executing the Plans and Feedback Loop: 90 Day Action Plans: identify the actions to be taken in order to accomplish goals. Monthly Meeting Model: structured leader-to-leader meetings that allow for focus, prioritization and review of progress. Executive and Board Reports: monthly review of organizational progress to date in a balanced scorecard format. 16
Sample Scorecard 17
Sample Scorecard 18
Winning Concept Redirect Behavior Toward the 80 THE 80/20 RULE Focus on what matters by measuring the things that are important at the agency level These strategies continue to redirect behavior toward the 80 19
A show of hands HOW MANY OF YOU HAVE STANDARDS OF BEHAVIOR ALL TEAM MEMBERS ARE REQUIRED TO SIGN? 20
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Trusted Advisors to Trusted Providers Passion-driven, Evidence-based, Outcomes-focused Partnerships 24
Columbia Basin Health Association OTHELLO, WA 300+ EMPLOYEES 170,000+ ANNUAL PATIENT ENCOUNTERS The Results The Challenge Inconsistencies in staffing processes were contributing to high turnover across the organization. Recognizing that these areas were limiting the organization s ability to expand their reach across a community in need of access to high quality care, leaders sought to develop their team and provide them with the tools needed to deliver worldclass patient care. How We Achieved Results Strengthened alignment and accountability through goal-setting and utilization of an objective evaluation system Standardized employee selection processes through implementation of peer interviewing and behavioral-based questions Created processes to assist leaders in developing skills and leadership competencies Aligned behaviors using highmiddlelow performance conversations Leveraged technology such as MyRounding and Validation Matrix to drive consistency of key behaviors Decreased Turnover from 24% to 14% in three years Improved Employee Satisfaction from 34.6% to 80% in one year Increased Net Operating Margin from 3.6% to 7.5% in one year 25
CCI Health and Wellness Services SILVER SPRINGS, MD 250 EMPLOYEES 57,000 PATIENTS SERVED 26
THANK YOU! Michael Coppola, FACHE, MBA Mike.Coppola@studergroup.com 847-609-9995