a getting things done system for leadership session...

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A Getting Things Done System for Leadership

Chris Comeaux, CPA, MLAS

President/CEO

Teleios Collaborative Network

Innovation and Excellence in Advanced Illness at End of Life 42nd Annual Hospice & Palliative Care Conference – September 2018 – Charlotte, NC

Session Objectives

At the conclusion of this session, the participant will be able:

– To discuss this thing people call “leadership”

– To describe the four primary on-going, never-ending tasks of leadership

– To identify core principles of leadership

– To explain why you need a leadership system

– Understand the “Getting Things Done System”

Innovation and Excellence in Advanced Illness at End of Life The Carolinas Center’s 42nd Annual Hospice & Palliative Care Conference – September 2018 – Charlotte, ,NC

Vision of an Eagle

• Did you know an Eagle can see in two directions at once?

Innovation and Excellence in Advanced Illness at End of Life

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The Cow Story


The Four Primary Tasks of a Leader

• Mastering yourself

• Organization making

• People making

• Meaning management and lexicon


Core Strategems

• Great and worthy purpose• Strategic ownership of problems• Making possible what is necessary and making•necessary what is possible• Accomplishment thinking vs activity thinking• Relating to people as people, things as things,• ideas as ideas, and the world as a given• Assuming that everything is done or not done•by choice• Making learning mode necessary• Bringing life back into the performance of every role

and hence daily life itself


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TCN Definition of Leadership

• Self-Mastery

• Caring for Others


at TCN, Leadership is:

Self-Mastery

• You cannot lead others if

you are not on a journey

to be the master of

yourself. This is a life

long journey with no

destination but you have

to be on the journey. If

not, you will not be good

for yourself and certainly

you will not be effective

leading others.

Caring for Others

• This means that you

will not let those whom

you have been

entrusted to lead to

default themselves.

You will provide

guidance, challenging,

mentoring, coaching,

and unconditional love

for them to realize

their best selves.


Quint Studer: Nine Principles to Organizational Culture Change


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Good to Great to Hardwiring Excellence

Tell Us Why and What Tell Us How


Healthcare FlywheelSM


The Studer SystemLeadership evaluation

Rounding

Key words at key times like AIDET

Effective meetings


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Traction

• Entrepreneur

Operating

System

• It’s a leadership

system


The TCN Leadership System


The Operating System

1. First Things First

2. High Performance Planning

3. How to Eat the Elephant

4. Fluid and Dynamic

5. The Best Way to Predict the Future

6. The Right People


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Chapter 1: Preliminaries


Why you need a leadership system

• The definition of leadership

• The four primary, on-going, never ending tasks of a leader

• The core stratagems

• The role of followership

What is leadership

The vision of the eagle

Chapter 2: First Things First

– Mission, Vision, Values

– The Economic Model

– 3 Uniques

– Our Guarantee


Chapter 3: High Performance Planning

• Role of strategic leadership

• Eeds, FEEs, competitive reviews

• 10-year target

• 3-year picture

• Pillars

• Annual goals, 20 Mile March, Know Your Numbers, and scorecards

• The Annual Journey Plan


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Chapter 4: How to Eat the Elephant


• Action plans

• Quarterly Rocks

Chapter 5: Fluid and Dynamic

• Issues lists

• 3 types of issues

This Photo by Unknown Author is licensed under CC BY


Chapter 6: The Best Way to Predict the Future Is

• Litmus Test

• Capital Plan

• Prow of the Ship Questions


http://vimeo.com/39311794

https://creativecommons.org/licenses/by/3.0/

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Chapter 7: The Right People on the Bus

• Organization structure:

composing the

organization

• Role descriptions

• Learning plans

• People stratification

• Evaluation


The Software

1. Death by Meeting

2. Talk Don’t Cook Gumbo

3. Virtuosic Communication

4. Competent People = Competent

Organization

5. Teamwork Makes the Dream Work

6. Quality is Everyone’s Business

7. A Culture of Service

8. You Don’t Need an MBA to Understand

Numbers


Chapter 8: Death by Meeting

• Meeting Design Tools

• Meeting Inventory

• Action Planning Teams


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Chapter 9: Talk Don’t Cook Gumbo

• Getting Things Done

• Using One Note

• Email Tools


Chapter 10: Virtuosic Communication

• Need to Know

• One to Ones

• Situational Leadership


Chapter 11: Competent People =

Competent Organization

• Hiring great people

• Employee engagement, reward & recognition

• Competencies

• Bricoleur

• Learning plans

• Coaching/ mentoring


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Chapter 12: Teamwork Makes the

Dream Work• Management by

strengths (MBS)

• Forming, Storming, Norming, Performing

• Managing change and transitions


Chapter 13: Quality is Everyone’s Business

• Best Practices

• Proven process

• Lean

methodology

• Quality standards

(QAPI Inquiry)

• Quality tools


Chapter 14: A Culture of Service

• Customer service

• Service recovery

• Service standards


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Chapter 15: You Don’t Need an MBA to Understand

Numbers• Quantitative decision making

• Finance 101: KPI’s

• Resources and Position Control


The Closing Chapter…….


So what is the most brilliant system of a

delivery model of

healthcare ever devised?


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HOSPICE!

• Holistic care• IDG • Care plan• Great cause

and purpose• Communication

skills


You Need a Leadership System?

• Step 1 – Establish Mission, Vision, & Values

• Step 2 – Create a strategic direction with measurable

goals based on your Mission, Values & Vision

• Step 3 – Have an Operational Plan with Action Plans

• Step 4 – You need a system that supports those things

get done as well as a way to navigate the unexpected

That’s Why!


What is YOUR Leadership System??


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Getting Things Done System


So how do I get stuff done…with all this coming at me?

Email

Voicemail

Cell phone

Instant messaging

More demands

More with less

Financial pressures

Family pressures


Get the Big Rocks in First

• Step 1 – Develop Mission & Values

• Step 2 – Have a clear Vision

• Step 3 – Create measurable Goals

• Step 4 – Have a 90 Day Action Plan


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Fundamentals of the Getting Things Done System

I. Calendar

II. Task List

III.Intake System

IV.Reference System

V.Daily/Weekly Review


V. The Daily and the Weekly Review

• Review on Friday before you leave, on

Sunday, or first thing Monday

• Make sure everything is processed and in

• your system

• Review your calendar with 2 to 3 week view

• Determine “Big Rocks” for next week based

• on upcoming priorities

• Daily review is an abbreviated version of the

above



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Take the Getting Things Done System fundamentals:

1. Pick your tools for each fundamental

2. Commit to use for the next 21 days

3. Send Chris an email after 21 days

1. What’s working well?

2. Where are you struggling?


Vision of an Eagle

• Did you know an Eagle can see in two directions at once?


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Contact Information

Chris Comeaux

President and CEO

Teleios Collaborative

Network

(828) 329-0175

[email protected]


mailto:[email protected]

a getting things done system for leadership session...

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