Leading into an Unknowable Future Creating a Committed Workforce Agenda Describe and discuss the fundamental leadership challenges of an unknowable future Describe and discuss the fundamental behavior changes required of leaders facing an unknowable future to be predictably successful 1
Learning Objectives Discover why sustainable excellence rests on the adaptability of the workforce. Learn how your perceptions and your beliefs create your reality, and how changing that reality is a matter of choice. Identify the cause and the remedy for closing the gap between consistent leadership behavior and sustained organizational performance. Objective One Key To Sustainable Performance Excellence Individual leader behavior is the singular most important predictor to organizational performance particularly when you are trying to navigate people of the organization into an unknowable future. 2
Key To Sustainable Performance Excellence Organizations that blossom and flourish are blessed with leaders who have not only the understanding of the fundamental principles of influential leadership but also the discipline to intentionally and purposefully apply the key behaviors associated with those principles. Leadership Challenge The challenge for health care organizations lies in developing respect and care for their employees in the same way that they require their employees to care for patients. And this includes caring for physicians as people too! Peter Huggard Senior lecturer, faculty of Medical and Health Sciences, University of Auckland 3
Believe me, fellows, everyone from the CEO on down is an equally valued member of the team. Burden creates non-compliance leading to lack of commitment, disengagement and lower performance in safety, quality and service Perceived Level Of Burden Non Compliance = Probability + Consequences Being Observed Emotional burden disrupts mental resilience that promotes the element of an adaptive workforce 4
Objective Two What You Believe Determines How You Behave You are more likely to act yourself into new ways of thinking, than to think yourself into new ways of acting. Self-Reflective Example Do you believe that serving, supporting, and inspiring team members is more important than controlling, manipulating, and exploiting them? Even physicians? 5
Performance = fx (tech skill)(behavior skill) Technical Skills Behavioral Skills Why Behavior Matters Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% 6
THINK SLINKY Objective Three Creating consistent leadership behavior and sustained organizational performance. 7
When people of shared purpose have access to necessary information and engage in soulful dialogue, magic happens Houston, we have a problem! 8
8 Practices of Successful Organizations Selective hiring Self-managed teams Decentralization of decision-making Comparatively high compensation contingent on organizational performance Employment security Extensive training Reduced status distinctions and barriers Extensive sharing of financial and performance information from Human Equation, Jeffrey Pfeffer Finally Make an offer they can t refuse Change their perception that doing what you seek will serve to enhance what it is that they personally value. Create operational objectives that are universally valued and applicable to all team members. 9
Michael E. Frisina, PhD, MA The Frisina Group, LLC michael.frisina@thefrisinagroup.com 803-760-3519 Biography Dr. Michael E. Frisina Michael E. Frisina is principal and founder of the Center for Influential Leadership and serves as a faculty member and a featured speaker for the American College of Healthcare Executives. Dr. Frisina has authored three books, numerous papers and published articles on leadership and organizational effectiveness. He is a contributing author to The Borden Institute's highly acclaimed textbook series on military medicine. His book, Influential Leadership Change Your Behavior, Change Your Organization, Change Health Care, was published by Health Administration Press, ACHE, June 2015. Michael has over 35 years of combined executive health care experience in the United States Army Medical Department and several civilian health care systems. 10
Bibliography Frisina, M.E. Influential Leadership Change Yourself, Change Your Organization, Change Healthcare. Chicago: Health Administration Press, 2014. Frisina, M.E The Seven Skills of Influential Leaders. Hospitals and Health Networks News Daily. American Hospital Association Press, May 3, 2012. Frisina, M.E. The Role of Leaders in Promoting Accountability. Hospitals and Health Networks News Daily, American Hospital Association Press, July 14, 2011. Frisina, M.E. Correcting Your Leadership Zero: Aligning Your Behavior with Your Mission, Vision, and Values. Employment Relations Today. Spring 2011, Volume 38, Number 1. Wiley Publications. Frisina, M.E. Emotional Learning, Hospitals and Health Networks News Online, American Hospital Association Press, June 24, 2008. 11
Leading into an Unknowable Future: Creating a Committed Workforce Additional Resources List Frisina, M. E. 2014. Influential Leadership Change Your Behavior, Change Your Organization, Change Health Care. Chicago: Health Administration Press. Frisina, M. E. 2012. The Seven Skills of Influential Leaders. Hospitals and Health Networks News Daily. American Hospital Association Press May 3. Frisina, M. E. 2011. The Role of Leaders in Promoting Accountability. Hospitals and Health Networks News Daily, American Hospital Association Press July 14. Frisina, M. E. 2011. Correcting Your Leadership Zero: Aligning Your Behavior with Your Mission, Vision, and Values. Employment Relations Today Spring 38 (1). Frisina, M. E. 2008. Emotional Learning. Hospitals and Health Networks News Online, American Hospital Association Press June 24. Lencioni, P. 2012. The Advantage. San Francisco: Jossey-Bass. Lencioni, P. 2010. The Five Dysfunctions of a Team. San Francisco: Jossey-Bass. Weick, K., and K. Sutcliffe. 2001. Managing the Unexpected: Assuring High Performance in an Age of Complexity. San Francisco: Jossey-Bass. Sinek, S. 2014. Leaders Eat Last - Why Some Teams Pull Together and Others Don't. New York: Penguin Group. Sinek, S. 2009. Start with Why - How Great Leaders Inspire Everyone to Take Action. New York: Penguin Group.