helping or hindering our ability to bend the cost curve? final.pdfleadership styles in healthcare...

Leadership Styles In Healthcare Helping or Hindering Our Ability To Bend The Cost Curve?

Bonnie Blakley, 3S Health Saskatchewan

Brent Pederson, Hay Group

Tues, June 3, 2014

1:45 – 3:15 (90 min)

Agenda & Timeframes…

Timeframe Agenda Item

1 1:45-1:55 (10) Agenda & Context

2 1:55-2:25 (30) The 6 Leadership Styles: An Appetizer

3 2:25-2:35 (10) Self-Assessment: Your Guess-timate

4 2:35-2:50 (15) Healthcare Data & Benchmarks: Analysis &

Discussion

5 2:50-3:05 (15) Application to LEADS…and Lean

6 3:05-3:15 (10) Summary: Global Trivia Challenge

Who is HayGroup?

88 Offices in 47 countries

Top 50 Global Consulting

#6 Thought Leadership

#1 Leadership

Development

A Sask. Health Care Lean Leader is?

Trained as a Lean Leader Studied Lean Management System

Leads as a Lean Leader

Healthcare Sector In Saskatchewan

Saskatchewan Healthcare…

Serves province of Saskatchewan (1.2 million people)

Healthcare budget: $4.84B (2013)

13 Regions + Saskatchewan Cancer Agency + eHealth +

3sHealth

Governance: Ministry of Health, Board of Directors for each

region, Region CEOs and executives

Urban systems routinely running at 110-115% capacity

Very politically sensitive area in Sask.

Challenges…

Rapidly growing economy and population – more growth in past

8 years than in previous 80!

Determination to bend the cost curve

Resource constrained, 95% unionized

Major Initiatives…

Patient-First & Lean process improvements

3sHealth – 8 business cases for improved quality and savings

The 6 Leadership Styles: An Appetizer

Competencies Leadership

Styles 70%

Employee Engagement

30% Results

The Science of

Leadership

How Leaders Drive Results

Balanced

Scorecards /

Dashboards

The 6 Leadership Styles

Leadership Styles

Leadership

Characteristics

Directive

Visionary

Affiliative

Participative

Pacesetting

Coaching

Leadership Styles: Long Term Impact on Engagement

Leadership

Directive

Visionary

Affiliative

Participative

Pacesetting

Coaching

Impact on

Employee

Engagement

Leadership Styles in Action: Coach Carter

Which style(s) did you see?

Directive

Visionary

Affiliative

Participative

Pacesetting

Coaching

Leadership Styles

1. Research shows that managers make over 1,500 work-

related decisions per day

2. At times we have a day/week/month to plan our

approach but more often, decisions on matters of

leadership style are made in real-time, in 1/100ths of a

second

3. Develop skill using your full toolbox

Leadership Styles…

“In studying strategic and operational plans at 35 companies… when

the managers used an overly directive approach, 58% of the time

plans failed to be implemented.

For managers who used more participative approaches in the

development and execution of the plan and priorities… plans were

implemented 96% of the time.”

- Dr. Daniel Goleman

The Leadership Toolbox: Leadership Styles

Key Learning Points:

How effective are we if we only have 1 tool?

The key to being effective as a leader is a broad repertoire of styles.

If our only tool is a hammer, everything looks like a nail !

The goal is to have a full toolbox and use the right tool for the job.

The ability to shift gears is critical

The more styles we have command over, the more situations we can

lead and manage effectively

Competencies Leadership

Styles 70%

Employee Engagement

30% Results

The Science of Leadership

How Leaders Drive Results

Balanced

Scorecards /

Dashboards

Are Your Leaders Using

the Optimal Mix of

Leadership Styles

to Optimize Results?

(…or are they over-relying on old-school approaches?)

Leadership Styles: Self-Assessment Your “Guess-timate”

Directive Visionary Affiliative Participative Pacesetting Coaching

Leadership Styles: Your Organization

Directive Visionary Affiliative Participative Pacesetting Coaching

Leadership Styles:

• Most leaders think they use 4-5 styles

• Most leaders actually use 1

Styles – Comparison – Sample Data

Styles Your DRs Experience Styles You Think You Deploy

Goal: To have 4+ styles in the

dominant area as seen by DRs

One Leader’s Journey

Healthcare Data & Benchmarks: Analysis & Discussion

Leadership Styles of Various Team Leaders

0 Dire

Affilia

Partic

ipativ

Outstanding Typical Poor

Source: Hay Group

Top Teams Research

1998 – 2007

11 countries

120 SLTs

Leadership Styles: Healthcare Helping or Hindering?

0 Dire

Affilia

Partic

ipativ

Healthcare (n=719)

Source: Hay Group

Top Teams Research

1998 – 2007

11 countries

120 SLTs

60 59 60

Leadership Styles In Healthcare: Helping or Hindering?

How does the Leadership Styles profile...

Help healthcare?

Hinder healthcare?

SHR Data

Leadership Styles

0 Dire

Affilia

Partic

ipativ

Healthcare Sector

Mining Sector

Source: Hay Group

Top Teams Research

1998 – 2007

11 countries

120 SLTs

60 59 60

Applications to… LEADS…and Lean

Engages

Others

Achieves

Results

Develop

Coalitions

Systems

Transformation

Leadership Styles & LEADS

Leadership Styles & LEADS For each column, check the 2 leadership styles that most support it

Engages

Others

Achieves

Results

Develops

Coalitions

Systems Transformation

Directive

Visionary

Affiliative

Participative

Pacesetting

Coaching

Leadership Styles & Lean

Why/How it’s important in implementing Lean

Directive

Visionary

Affiliative

Participative

Pacesetting

Coaching

Global Research Trivia

Global Research Trivia: Question 1

Which style is most commonly associated with

being “old school”?

A. Affiliative

B. Directive

C. Pacesetting

Which styles are most commonly over-used by

people with technical backgrounds who are new

to leadership roles?

A. Coaching & Visionary

B. Affiliative & Participative

C. Pacesetting & Directive

Which style is perhaps the most emphasized in

books, articles, conferences, today?

A. Participative

B. Directive

C. Affiliative

Number of styles most leaders THINK they use

regularly?

A. 3-4

B. 4-5

C. 5-6

Number of styles most leaders ACTUALLY use

regularly

Number of styles to have command over to be

considered leading a world-class level

Use of this style is most positively correlated to

higher levels of bonus pay

A. Visionary

B. Directive

C. Participative

Use of this style is negatively correlated to high

levels of bonus pay

A. Visionary

B. Directive

C. Participative

Among male leaders, which 3 styles are most

common?

A. Visionary, Participative, Coaching

B. Visionary, Directive, Pacesetting

C. Visionary, Affiliative, Participative

Among female leaders, which 3 styles are most

common?

A. Visionary, Participative, Coaching

B. Visionary, Directive, Pacesetting

C. Visionary, Affiliative, Participative

Among 30 industries, which of the following 3

industries scored highest on directiveness?

A. Oil & Gas, Mining, Construction

B. Government, Healthcare, Insurance

C. Financial Services, Utilities, Construction

Among 30 industries, which of the following 3

industries scored highest on affiliative and

participative?

A. Oil & Gas, Mining, Construction

B. Government, Healthcare, Insurance

C. Financial Services, Utilities, Construction

What are the 2 most commonly used styles in

parenting?

A. Visionary & Coaching

B. Participative & Pacesetting

C. Directive & Affiliative

What 2 styles are most helpful in time of change?

A. Directive & Affiliative

B. Pacesetting & Coaching

C. Visionary & Participative

_______ decreases with age, and _______

increases with age.

A. Participative & Directive

B. Coaching & Pacesetting

C. Directive & Pacesetting

Most common style used at senior levels?

A. Visionary

B. Directive

C. Participative

In education, high performing principals used ___ styles,

while lower performing ones used ___ styles.

A. 5, 1

B. 4, 1

C. 3, 1

In healthcare, top performing nurse managers tend to have

command over ____ leadership styles.

Leadership styles explain ____ of employee engagement.

A. 30%

B. 50%

C. 70%

Employee engagement accounts for ____ of the results

A. 30%

B. 50%

C. 70%

The 2 leadership styles most strongly related to

negative workplace climates?

A. Directive & Pacesetting

B. Visionary & Participative

C. Affiliative & Coaching

The 2 leadership styles most strong related to

positive workplace climates?

A. Directive & Visionary

B. Participative & Coaching

C. Affiliative & Pacesetting

Global Research Trivia: Bonus Question

In which of the following sectors do leaders

consistently tend to over-rate themselves?

A. Healthcare

B. Mining

C. Financial Services

D. Oil & Gas

Global Research Trivia: Scoring

If you scored…

A. 10 or less = we present this often, come back again

B. 11-16 = not bad

C. 16-22 = you’re hired

The End

Brent Pederson

Director of Operations

Hay Group

1.306.359.0181

brent.pederson@haygroup.com

Bonnie Blakley

Vice President, People & Culture

3s Health

1.306.347.5570

Bonnie.Blakley@3shealth.ca

Directive

Primary Objective: Immediate Compliance

Bottom line oriented

A “tell” approach

Expects compliance

Control is tight

May prefer not to explain “why”

May rely on negative, corrective feedback

Motivates by stating the negative consequences of non-compliance

Useful in high pressure, crisis situations, or short bursts

Generally correlated negatively to engagement

“Just do it the way I tell you to.”

Visionary

Primary Objective: Providing long-term direction and vision

Develops and articulates a clear vision

Solicits employee perspective on the vision

Sees selling the vision as key

Persuades employees by explaining the “whys” in terms of employees’ or

the organization’s long-term interests

Keeps people connected to the big picture

Helps people see how their job/role contributes to something larger

Sets standards and monitors performance in relation to the larger vision

Uses a balance of positive and negative feedback to motivate

Contains a certain inherent power to motivate and inspire people

Generally positively correlated to engagement

“Let me tell you where we’re going as a team.”

Affiliative

Primary Objective: Creating Harmony

Leadership through relationship

Makes small talk before diving into business

Remembers the little things about people

Emphasizes promoting friendly interactions

May place more emphasis on addressing employees’ personal needs

than on goals and standards

Pays attention to, and cares for, “the whole person”

May avoid/downplay performance-related confrontations

Rewards personal characteristics more than job performance

Mixed correlation with engagement

“People first, task second.”

Participative

Primary Objective: Building commitment and generating new ideas

An “ask” approach

Powerful as it gives people a voice and input

Invites employees to participate in the development of decisions

Trusts that employees can develop the appropriate direction for

themselves and the organization

May hold many meetings and listens to employees’ concerns

Highly independent professionals may insist on this approach

Can create an expectation that everyone will be consulted on everything

and everything will be actioned

Can mask a leader’s indecision

Rewards adequate performance; rarely gives negative feedback

Generally correlated positively with engagement

“Let’s decide together.”

Pacesetting

Primary Objective: Accomplishing tasks to high standards of excellence

Believes in leading by example

Watch me and do as I do

Has little sympathy/patience for poor performance

Has high standards, and expects others to know the rationale

May be apprehensive about delegating

May take responsibility away if high performance is not forthcoming

Rescues the situation (takes over) or gives detailed task instruction when

employees experience difficulties

Co-ordinates with others as it impacts immediate task completion

The trap many new leaders fall into

Good in specific instances and short bursts

Generally correlated negatively with engagement

“If you can’t do it right (and fast), I’ll do it myself.”

Coaching

Primary Objective: Long-term development of others

Sees work as a way to develop/grow/stretch people

Encourages/pushes employees to establish long-range development goals

Reaches agreement with employees on the manager’s and employees’ roles

in the development process

Very deliberate about exposing people to specific work assignments to

grow/stretch/challenge them

Will push people out of their comfort zone: balanced feedback

Good to build-in time to debrief, capture lessons learned, what worked/didn’t

May trade off immediate standards of performance for long-term development

Powerful as it takes a real interest in seeing people grow

Generally positively correlated to engagement

“What did you learn?”

helping or hindering our ability to bend the cost curve? final.pdfleadership styles in healthcare...

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