answers for life.restricted © siemens ag 2014 all rights reserved. 2014 health executives forum...

Answers for life.Restricted © Siemens AG 2014 All rights reserved.

2014 Health Executives ForumWhere Leaders Go for Answers

www.usa.siemens.com/HEF2014

Restricted © Siemens AG 2013 All rights reserved.

What Healthcare Can Learn from the Military

Mark Hertling

Lieutenant General, U.S. Army (retired) Senior Vice President, Florida Hospital

What Healthcare Might Learn from the MilitaryLieutenant General (Ret) Mark Hertling

www.usa.siemens.com/HEF2014

What Healthcare Might Learn from the Military

What Healthcare Might Learn from the Military

• Management and Leadership

• The Power of the AAR

• Risk Versus Gamble

Leadership and Management

• Management: The organizing and controlling of the affairs and processes of a business or organization.

• Leadership: The influencing of people and teams by providing purpose, direction, and inspiration to accomplish the stated goals of the organization.

The Leader Model

• Attributes: Who the Leader IS.

• Competencies: What the Leader DOES to influence others…dependent on the leader’s style, the situation, the motivation of those involved, and the situational dynamics.

Leadership Attributes and Competencies

Attributes

Character Presence Intellect

• Values• Empathy• Service

Ethos• Discipline

• Bearing• Fitness• Confidence in

action, words, and manner

• Resilience

• Mental agility• Sound

judgment• Innovation• Interpersonal

tact• Expertise and

practical competence

Competencies

Leads Develops Achieves

• Builds trust• Extends

influence• Leads by

example• Communicat

es

• Creates a positive environment

• Seeks ways to improve

• Develops others• Stewards the

organization

• Focuses on results

Birthing the After-Action Review

The Army’s National Training Center, Established in the Mojave Desert in 1979, centered on five pillars

• Designed scenarios replicating combat

• World-Class Opposing Force (OPFOR)

• Professional Doctrinal Experts (O/Cs)

• Perfect Situational Awareness

• Centered on a Feedback Mechanism for Leaders and Units

AAR = “Scab-Picking”

A structured review of every “battle” which analyzes:

• What Happened

• Why it Happened

• How it Can Be Done Better?

• Who is Responsible for “fixing”

• Suspense for Action

Risks and Gambles

• Risk: The potential of losing something of value, weighed against the potential to gain something of greater value.

(All risks require mitigation measure; the higher the risk, the greater requirement for added measures.)

• Gamble: The wagering of something of value where there is an uncertain outcome, with the hope of gain.

(Gambles -- by definition – are a win/lose proposition, and are impossible to mitigate.)

Answers for life.Restricted © Siemens AG 2014 All rights reserved.

2014 Health Executives ForumWhere Leaders Go for Answers

www.usa.siemens.com/HEF2014