comprehensive leadership for senior executives. files/ache face to face friday.pdf · • what are...
TRANSCRIPT
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Comprehensive Leadership for Senior Executives
ACHE Professional Development Session
Little Rock, AROctober 11, 2013
Presented by Tom Atchison
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This session will be valuable to me if I learn, solve, understand, create….
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Tangibles Personal Intangibles
Organizational Intangibles
INPUTS • Cash• People• Policy/Procedures• Strategy• Plant• Information Systems• Communications
• Meaning• Caring• Giving
• Mission• Values• Vision• Inspiration• Leadership • Recognition• Motivation
OUTPUTS • Profit• Market Share• Products• Customer Satisfaction• Growth• Productivity
• Quality
• Inner Peace of Purpose
• Joy• Pride
• Culture• Followers• Commitment• Job Satisfaction• Team Spirit• Trust
• Quality
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REMEMBER
BALANCENo Balance—No BusinessNo People—No Profits
4
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Financial Performers
Patient Safety
Clinical Quality
Joy
Pride
Respect
Trust
SYNERGYThe Bridge Betweenthe Tangibles and the Intangibles
The “X” FactorThe “Spirit” of
the organization
TANGIBLES:Clinical and businessprocesses account for
35% oforganizationalperformance
These 3 elementsresult from living the:
• Strategic Plan•Departmental Plans
•The Budget
INTANGIBLES:Human relationsaccount for 65% oforganizationalperformance
THE DEEPERDIMENSIONS
These 4 elementsare the source of asense of purpose
and meaningful work asa result of living themission, values and
vision.
Titled Executives (CTOs)Begin Here
Leaders (CLOs)Begin Here
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REMEMBER:DEVELOPMENTAL
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Trust + Respect
Then Pride and Joy
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Leadership/Management
8
Leadership Management
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Titles‐Leadership‐Followership
Titles e.g., Executive, Manager, Director, Trustee, Chief of Staff are received upon employment or appointment and last as long as the person is in the position.
Leadership is not a title given, but a status earned through the display of: Competence, Integrity, Consistency, Courage, and Humility.
Followership is the defining characteristic of leadership and result from aligned values, shared vision and trust.
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Leadership‐‐Management
Inspires PredictableInfluence ControlListens TalksVision/Strategy Focus Tactics/IPFocusManages change Reacts
Minutes 1440 MoneyRelationships PlansPeople Policies
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Leaders lay the track.
Managers make sure the trains run on time.
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Leaders are thermostats.
Managers are thermometers.
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Leaders are gyroscopes.
Managers are compasses.
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Farmer – Soil – Seed
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Leadership—ManagementInspires PredictableInfluence ControlListens TalksVision Focus Tactics FocusManages change Reacts
Minutes (1440) MoneyRelationships PlansPeople Policies
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CONTROL‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐INFLUENCE
Technical Management Leadership
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Review
1. A mirror that reflects the way others see us(Note: Emotional Intelligence‐Daniel
Goleman, 1995)
2. Ruthless control of your calendar
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Leadership ‐ Definition
“Leaders have trusting followerswith aligned values who commit
to achieving a visionwithin a culture of performance.”
‐Tom Atchison
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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What is Culture? Corporate Culture? Hospital Culture?
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Culture‐‐Basics• Evolved from Anthropology to mean all human phenomena that are not genetically determined. It is the way humans represent their lives in symbols, values and behaviors—language, dress, food, religion, commerce‐‐the totality of our “way of life.”
•How tradition, values and social practices affect our psyche in ways that unify peoples.
• Culture is everything!• Culture is what we do when no one is looking!
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USA Culture
•Some of the cultural symbols, values and behaviors that define USA’s culture are….Subcultures??
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Corporate Culture‐‐Definition• Corporate Culture is the organization’s personality.
• It is the behavioral manifestation of an agreed upon set of core values
•Makes it possible for trustees, physicians, executives, managers and employees to share the same set of values, and work toward the same goal.
• Corporate culture allows a company to capitalize on individuality and create a synergy for the benefit of the customers.
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Corporate Culture
• Some retail and service organizations that have strong corporate cultures include Starbucks, Zappos, Nordstrom, Ritz, Disney….
•Other USA companies….
•What values and behaviors make them unique?
•What would a company look like if they had a weak corporate culture or multiple subcultures?
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Culture creation/strengthening is the process of converting Value words to behaviors. It is personalityDevelopment—3‐5 years
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Behavior* is the Culture MetricBehaviors are different from emotions, feelings and impressions. Behaviors have these characteristics:1. Observable2. Repeatable3. Measureable
The two metrics for behavior are:1. Frequency, and2. Duration
*Words lie—Behaviors never lie!!
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VALUES
EMOTIONS
FEELINGS
BEHAVIORS
Hard Easy
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Healthcare Culture• A combination of the healthcare organization’s Mission, Values and Vision—held together by trust.
• Unique because of the patient and family needs/wants.
• Unique because no other industry has physicians, nurses and other clinician working collaboratively for the patient.
• Remember: Hospitals are not Hotels or amusement parks!!
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Organizational DynamicsExecutives‐‐‐Physicians
Decision ProcessInfluence‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐Control
Perception of TimeLong Range‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐Now
Sense of SelfPart of a Team‐‐‐Protection of Individual Prerogative
Locus of ControlCorporate Strategy‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐Practice Needs
First LoyaltyTo the Corporation‐‐‐‐‐‐‐‐‐‐‐Patient
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Strength of Culture
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Mission ‐ Definition
•A mission statement is the “invisible hand,” which guides employees.
•A mission statement must be seen as market‐oriented, feasible, motivating and specific.
•The ideal mission statement, however, should be clear and direct—the standard for making decisions.
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Values ‐ Definition
• Decision Rules• Motivational Influences• Behavioral Drivers
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Sample Values
1. Friendship2. Being Liked3. Risk Avoidance4. Quality of Care5. Patient Satisfaction
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Vision ‐ Definition
•Visions are statements of destination, so, they are forward‐looking.
•Visions are conceptualizations of hopes for the future.
•Visions express a sense of the possible (not the probable).
•Visions are unique, they set you apart from everyone else.
•Visions always begin with THE
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Transcendent Purpose
Measurable
Directional
Inspirational
INDIVIDUAL PERFORMANCE
TACTICS
STRATEGY
VISION
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TRUSTIS THE
CRITICAL SUCCESS FACTOR
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Trust
• The perception of honesty, openness and reliability• Increases as a function of active listening• Takes a long time to develop• Can be weakened/broken easily • Is the glue and lubricant for sustainable success• There is NO relationship between being trusted and being liked!!
• The benefit of the doubt!!• Controls “Pre‐emptive Behavioral Responses”
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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CHANGE
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Change Quotes
“Change before you have to.”“If the environment changes faster than you do, you will be out of business”
‐J. Welch
“Manage change or react to change.”‐T. Atchison
“All organizations are perfectly aligned to get the results they are getting.”‐D. Berwick, MD
“If you change nothing—nothing changes.”‐T. Atchison
“Hope is not an effective strategy for change.”‐T. Atchison
“Remember, the stone age didn’t end because they ran out of stones.”‐Rick
“We cannot solve today’s problems working from mindsets that created them.”‐paraphrase from Albert Einstein
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The Easy to Hard Continuum
I want, I understandI control
I don’t want, I don’t understand
andI don’t control
Midpoint
Dynamics of Change
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The Anxiety/Behavior Continuum
Happy ‐individualsresist change
Angry ‐individuals
resist change
Window of Opportunityfor Change
Dynamics of Change
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“Contrary to popular belief, happiness doesn’t result from relaxation or
completely stress‐free living, but from meeting challenges with intense
activity and interest.”
‐Mihaly Csikszentmihalyi
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Pride Indicators*1 – Strongly
Disagree 2 – Disagree 3 – Uncertain 4 – Agree5 – Strongly
Agree
I have a sense of loyalty to this company. I identify with this company. I think about the future of this company. I’ve regretted that I chose to work for this company. I do extra work here because I want this company to succeed. I feel that I share in the success and failure of this company. I feel a sense of ownership in this company. It would take very little for me to move to another company. I take pride in being part of this company.
© MetriTech*Any indicator less than 4.0 needs to be addressed.
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• Slumber• Pajamas• Pillow•Nap• Bed
•Quiet• Snore•Dream• Blanket•Night
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REMEMBER
1. Each person is correct from their point of view;
2. Collect all points of view;3. Find points of greatest agreement; and4. Focus of the future.*
*You can’t un‐ring a bell!!
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Remember
1.Always agree on the end game,
2.Always agree on metrics, and,
3. Specificity is the key.
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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Talent Management
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1. Knowledge Academic EducationCredentials/Tests
2. Skills Competencies Training
3. Attitude Climate/Opinion RecognitionSurveys Practices
4. Motivation Culture OrganizationalAssessment Development
5. Values Culture OrganizationalAssessment Development
6. Capacity Interview/WorkPerformance Selection
7. Personality API, Myers‐Briggs Therapy/Drugs
DOMAIN DX RX
“Hiring/Credentialing Grid”
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Human Capital Elements*1. Capacity
2. Capability
3. Motivation*Targeted Selection and Values‐based Interviewing
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Values Agree=Compromise*
Values Conflict=Consensus**
*think chicken and pig farmers**think cattle rancher and vegan
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Margaret Thatcher (b. 1925)British Conservative politician, prime minister.Quoted in: Denis Healey, The Time of My Life, pt. 4, ch. 23 (1989).
Lawson & Associates ‐ 5/17/98
Ah, Consensus…
To me, consensus seems to be the process abandoning all beliefs, principles, values and policies.
So it is something in which no one believes and to which no one objects.
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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Communication
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Communication #1• Language of the receiver• Log‐in•New/Old Team
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Communication #2
•Mouth Management•Active listening‐‐Trust
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Remember
• We are very much controlled by our historical relationships with symbols.
• Understand “Pre‐emptive behavior response clusters.”
• What do you symbolize‐to various people, groups?
• What are your organization’s most important cultural symbols?
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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Motivation
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Remember
“Motivation is simple. You eliminate those who are not motivated!”
Lou Holtz
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Time Spent in Each Cell3
CynicsWho is a low performer, feels undervalued and always complains?
2
SKEPTICSWho is very hard-working,
creative, critical and annoying?
4
SLUGSWho is a low performer, but
reluctantly does just enough to stay?
1 STARSWho currently behaves the way
you wished everyone behaved?
Contribution to Performance
Noise Level
N/600
Stabilizers
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Note
Common People Metric“Turnover rate less than 12% per year”
Maybe turnover should be 100% for cynics and slugs, and 0% for stars and skeptics?!
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“People don’t come to work to be No.1or 2 or to get a 20 percent return
on assets….
REMEMBER
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They come to work to get meaning from their lives.”
Christopher Bartlett, Professor, Harvard
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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Teamwork/Spirit
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Team‐‐Description•Gathering•Group•Team
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Team Components
Shared purposeClear RolesClear Role InterdependencyDynamic Tension
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Summary
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ComprehensiveLeadership Characteristic
Successful healthcare leaders have followers because they alignvalues first, then create and communicate their vision—within a context of trust and respect.
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High/Low Performance Organization
Factor Traits
CLOChief Leadership
Officer
Competency Integrity Consistency Courage Humility
Positive Workplace Environment
Meaningful work Professional
development Respect Clear direction Reasonable expectations
Followers
Pride Joy Engaged Innovative Rewarded
Factor Traits
CTOChief Titled
Officer
Economic focus Egocentric behavior Over controlling Unpredictable Autocratic
Toxic Workplace Environment
Productivity measures rule High stress Expectations change often Employees are viewed as
economic units No/limited opportunity for
professional development
Survivors
Minimum behavior Blame transfer Avoidance Uncertainty Anger (passive aggressive
behavior)
High Performance Organization Low Performance Organization
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Leadership‐Quick Test
1. I am aware of the way I am perceived by various groups.
2. I have complete control over my calendar.3. I invest two‐thirds of my time to relationship
improvement.
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Leadership‐Test, con’t
4. I invest more time in the future than the present or the past.
5. I know the capabilities and capacity of the talent needed to be successful.
6. I am trusted throughout the organization.7. Coaching and professional development are a big part of my daily work.
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Leadership‐Test, con’t
8. I am a servant leader.9. I routinely use active listening techniques.10. I deal with difficult behaviors, problems and conflicts quickly and effectively.
Mean score:___
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Learnings I want to remember….
Application to my current role/responsibilities….
Questions????
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I, ________________________________________________________(Name)
Promise to ________________________________________________
__________________________________________________________
__________________________________________________________
These changes will begin in the next 3 days, and measured by:__________________________________________________________
(Date)
I need to work with the following people if I am to fulfill this contract:__________________________________________________________
__________________________________________________________
__________________________________________________________
Personal Contract for Change
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ReferencesBasicGood to Great, Jim CollinsExceptional Leadership…, Carson DyeInside the Physician’s Mind, Joe Bujak, MDThe Checklist Manifesto, Atul Gawande, MD
IntermediateHow the Mighty Fall, Jim Collins Active Listening, Michael HoppeOnward, Howard SchultzLeadership’s Deeper Dimensions, T. Atchison
AdvancedGreat by Choice, Jim CollinsThe Speed of Trust, Steve Covey, Jr.Let My People Go Surfing, Yvon ChouinardEmotional Intelligence, Daniel GoldmanThe Zappos Miracle, Shinobu Ishizuka
*Escape Fire
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