eight critical strategies for interim executives...2019/12/11 · healthtechs3 is a 48-year-old,...
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© HTS3 2019
Eight Critical Strategiesfor Interim Executives
December 11, 2019
5110 Maryland Way Suite 200 Brentwood, TN615.309.6053 www.healthtechs3.com
2745 North Dallas PkwySuite 100, Dallas, TX
800.228.0647 www.gaffeythealthcare.com
48 Years of Delivering Results
HealthTechS3 is a 48-year-old, award-winning healthcare consulting and
strategic hospital services firm based in Brentwood, Tennessee with clients
across the United States.
We are dedicated to the goal of improving performance, achieving
compliance, reducing costs, and ultimately improving patient care.
Leveraging consultants with deep healthcare industry experience,
HealthTechS3 provides actionable insights and guidance that supports
informed decision making and drives efficiency in operational performance.
Our consultants are former hospital leaders and executives. HealthTechS3 has
the right mix of experienced professionals that service hospital clients across
the nation.
HealthTechS3 offers flexible and affordable services, consulting, and
technology as we focus on delivering solutions that can be implemented and
provide a positive, measurable impact.
Currently providing hospital management, consulting and technology services to: Preferred vendor to:
• 65 community, district, non-profit and critical access hospitals
• Barrett Hospital and Healthcare in Dillon, MT. Ranked as a Top 100 Critical Access Hospital for 8 years in a row (example of a managed hospital client)
• The two-hospital NFP system in southeast GA, with numerous associated physician practices (example of a technology and AR services client)
• California Critical Access Hospital Network
• Western Healthcare Alliance
• Illinois Critical Access Hospital Network (partner)
• Vizient Group Purchasing Organization
Nationwide Client Base
• Executive management & leadership development• Community health needs assessment• Lean culture
• Executive and interim recruitment• CEOs, CFOs, CNOs• VP and Department Directors
• Performance optimization & margin improvement• Revenue cycle & business office improvement• AR outsourcing
• Continuous survey readiness• Care coordination• Swing bed consulting
Governance & Strategy
Recruitment Clinical Care & Operations
Finance
Areas of ExpertiseStrategy – Solutions - Support
© HTS3 2019
HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive. HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof. HealthTechS3 does not and shall not have any authority
to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and
qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters.
You may type a question in the text box if you have a question
during the presentation
We will try to cover all of your questions – but if we don’t get to
them during the webinar we will follow-up with you by e-mail
You may also send questions after the webinar to our team
(contact information is included at the end of the presentation)
The webinar will be recorded and the recording will be
available on the HealthTechS3 web site:
www.healthtechs3.com
Instructions for today’s Webinar
www.healthtechs3.com
© HTS3 2019
Mike serves as a consultant to hospitals and physician-owned medical
practices nationwide. He brings more than 25 years of healthcare
experience to his role, providing operational and organizational
guidance to healthcare organizations. He has served as a CEO in health
systems of all types; large community hospitals, public hospital districts,
critical access hospitals and has held senior leadership positions in large
academic group practices.
Mike earned a Master’s Degree in Healthcare Administration from Trinity
University in San Antonio and holds a Bachelor’s Degree in Marine Biology
from Rice University in Houston. He is a Fellow in the American College of
Healthcare Executives and a member of the Medical Group
Management Association.
Presenter
Mike Lieb, FACHE
Vice President
214-280-6189
© HTS3 2019
Eight Critical Strategiesfor Interim Executives
December 11, 2019
5110 Maryland Way Suite 200 Brentwood, TN615.309.6053 www.healthtechs3.com
2745 North Dallas PkwySuite 100, Dallas, TX
800.228.0647 www.gaffeythealthcare.com
© HTS3 2019
8Today’s Agenda
1. Why do organizations hire Interim Leaders?
2. When is one needed?
3. And what should you bring to the table?
4. So, you’re the new interim… Now what?
5. Practical Strategies...
© HTS3 2019
9Why Do Organizations Hire Interim Leaders?
© HTS3 2019
10
Losing any member of a management team always creates a certain amount of
turmoil and, quite often, an opportunity for change. The vacuum must be filled by
other executives on the team, or the work goes undone. More importantly, we
usually see drops in the entire team’s (and the organization’s) performance due to
a lack of leadership, expertise and cohesion.
Permanent placement of executive level positions typically takes 90-120 days -
even longer if it is a senior executive position. That is a long time for any
organization to be without leadership, particularly an organization as complex as a
hospital. This is where the use of interim executives can bridge the gap in
leadership while taking advantage of the skills and experience an interim
professional can bring.
Why Hire An Interim Leader?
© HTS3 2019
11When Is One Needed?
Boards often conclude that “something needs to happen, and fast”
– The sudden departure (retirement/new job…) of a senior executive
– Culture or morale is bad
– Accountability is lacking
– Financial or operational performance slumps
– Growing sense of fear among staff, providers and community
– Strategic progress is lacking (or non-existent)
– Institutional stagnation
– Poor survey results
– Diminishing community perception
© HTS3 2019
12When Is One Needed?
Sometimes the organization needs to “shake the tree, but...”
– “we all like him…”
– “our kids go to school together...”
Remember, making a change is often painful (and scary!)
Ultimately, boards (and through them, the administration) are accountable to the
institutions they serve. When a change is needed, it must be smooth and
professional
– Once action is decided upon, prudent speed is needed
• Fear needs to be minimized
• Professionalism is critical to managing disruption
© HTS3 2019
13And, as an Interim...
What do you bring to the table??
© HTS3 2019
14What should you bring to the table?
• Fresh, external viewpoint
• Unbiased approach (unburdened by history)
• No politics - Just pragmatism
• Quick-starter with an immediate grasp of organizational priorities
• Momentum – organizations tend to “quiver in place” when a leader suddenly
departs
• Expertise – don’t accept an interim position if you aren’t technically capable
• Be a stabilizing force for the remaining team and institution
– “Ok, someone knows what to do…“
• The restoration of trust
• Realignment of accountability (both in and outside of the administrative suite)
© HTS3 2019
15So, you’re the new Interim...
© HTS3 2019
16So, you’re the new Interim... Now what??
Everybody is watching, so you must be at the top of your game.
– Your every action, reaction and inaction will be scrutinized.
– How you treat people – at all levels of the organization – will be noticed.
– Fear is often rampant with changes in leadership – you are the great
unknown.
• Remember, a leadership vacuum is scary for everybody –
the staff/community/providers/board
Credit to Richard Lindenmuth who wrote a great article in Chief Executive Magazine on this topic (12/19/2015)
© HTS3 2019
17New Interim – Strategy #1
Be Visible!Because of the inherent fear of a leadership change,
the interim must be visible all over the institution
• Round everywhere – and often
• Go to them – don’t summon people to the “principal’s office”
• Meet all your doctors right away – they are your bread and butter – let them know
the institution is going to be ok…
• Ask for help – it’s ok!
• Talk to line staff – they will tell you what they see (remember the off-shifts, too)
• Talk to patients – imagine your institution from their POV
• Don’t forget the volunteers / auxiliary / foundation
• As soon as is feasible, meet the community leaders and assure them your hospital
remains a vibrant member of their community
© HTS3 2019
18New Interim – Strategy #2
Be Transparent!
To the degree that you can, tell people what is happening (and, why)
• Once the immediate fear of change has passed (and this is a primary priority), you
will need allies. It is human nature to want to help, but they will all want to know
that there is still a direction (and what it is).
• Let people know what you hope to accomplish (usually with 3-5 major priorities)
– If people know what you are working on, they will focus less on the timeline,
and can return to “normal” more quickly
• If you can’t do something (either now or ever) – say so. There is nothing worse for
eroding trust than the months-long “slow no…”
© HTS3 2019
19New Interim – Strategy #3
Be Hands-On!
• Don’t send others to do the work – if you simply delegate to the VPs and managers,
your own leadership will not be acknowledged (or respected)
• You need the trust that comes with doing things yourself
• Be energetic – the time outside the boss’s office is important to others
• Don’t talk only to managers, talk to everyone
• Be engaged and ask questions (this can be your Magic Wand!)
• Say yes when you can – offer alternatives when you can’t
• If you don’t know – say so (it’s ok), but follow up
• Say ‘Thank You!’ (acknowledgement and recognition go a long way to acceptance)
© HTS3 2019
20New Interim – Strategy #4
Listen!Take the time to listen to all ideas
• You are the new person - You don’t have all the answers
• You don’t have the organizational history
• Not all ideas are necessarily good ones – but be respectful and receptive to all
- you need staff to feel empowered, and listening is the single best way to
engage the employees
• Some of the ideas you hear are likely to be good (expect the 80:20 rule)
• If you can implement some of these quickly, word will spread, and your
effectiveness will increase dramatically. If you can’t do them immediately, be
honest about that
© HTS3 2019
21New Interim – Strategy #5
Follow Through!
• Remember – you are being watched
• If you say you are going to do something – do it. You have a short window to
gain (or restore) trust – trust is far too easily lost to be squandered by not
following through
• Don’t promise what you cannot deliver (only say you’ll ‘try’ if you can…)
• Walk the walk – if you are visibly accountable, others will be as well
• Set deadlines/completion dates – then, meet them
© HTS3 2019
22New Interim – Strategy #6
Communicate, Communicate, Communicate!It’s the most important thing you can do
• Boards need to be reassured they have made the right decision
• Weekly communiques (email, letter, newsletter…) to board. You do not want your board members
cornered in the community and being asked questions they should have the answers to
• Hold all-staff meetings immediately upon arrival – this allays fear, outlines your expectations, and what
they can expect from you (housewide emails are good too)
• Expect your staff to keep you informed of details – you can back down on this once you have a trust
that the important things are being handled.
• If appropriate, meet with local newspaper/TV/Radio, to talk about your smooth transition and that the
hospital is in good hands and still moving forward
• No Surprises
© HTS3 2019
23New Interim – Strategy #7
Culture is Key!
You have hard work to do, and the hours are typically long, but...
• If you are seen to be supporting the mission and honoring the positive
institutional values, you will be accepted more readily
• In a transition period, most of the team will want to be led – do it
• Act with positivity (praise in public, reprimand in private)
• Marginalize nay-sayers and negativity
© HTS3 2019
24New Interim – Strategy #7 cont’d.
Culture is Key!
• Hold out an expectation for a rising tide approach (everybody plays and
contributes)
– Especially important for mid-level managers (remember, sergeants run
the army)
• Be consistent – say what you are going to do (and allow), and then do it
• Don’t trash the previous administration
• Make sure the board has your back (communication….)
© HTS3 2019
25New Interim – Strategy #8
Be earnest, but calm...
• Sure, there are many things to do; panicking is not one of them
• You are the professional – necessary and in-control
• Trust yourself, trust your team
• Act decisively – do not overanalyze (80:20 rule is good here – avoids analysis
paralysis)
• Be pragmatic, and don’t take on issues that can’t be solved in the short run (or at
least put on a path to completion)
© HTS3 2019
26And, Finally...
Everyone is looking to you to lead
So...
• Be professional
• Be respectful of the situation and local culture
• Be honest and reliable
• Have fun with what you do – it is a great feeling to
leave a place better than you found it!
© HTS3 2019
27QUESTIONS??
Mike Lieb, FACHE, [email protected]
HealthTechS35110 Maryland Way, Suite 200
Brentwood, TN 37027
Phone: 214-280-6189
Website: www.healthtechs3.com
Your Swing Bed Questions AnsweredDate: October 4, 2019 Time: 1:00 pm CSTPresenter : Carolyn St.Charles, RN, BSN, MBA, Regional Chief Clinical Officer HealthTechS3https://bit.ly/2l3pyAO
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Best Practices from Nurse LeadersDate: November 1, 2019 Time: 1pm CSTPresenter : Carolyn St.Charles, RN, BSN, MBA, Regional Chief Clinical Officerhttps://bit.ly/2niijG7
Diversity and Inclusion at the Hospital Senior Leadership Team LevelDate: November 15, 2019 Time: 1:00 pm CSTPresenter : Peter Goodspeed, MBA, VP of Executive Search, HealthTechS3https://bit.ly/2ngdWvc
Understanding Lean and Using a Kaizen Event to Improve Multi-Department ProcessesDate: November 21, 2019 Time: 12pm CSTPresenters: Faith M Jones, MSN, RN, NEA-BC, Director of Care Coordination and Lean Consulting, HealthTechS3Tracy Clarno, PMP, CPHQ, Think Lean Consultinghttps://bit.ly/2nggbi6
Planning for a Successful Hospital SurveyDate: December 6, 2019 Time: 1pm CSTPresenter: Carolyn St.Charles, RN, BSN, MBA, Regional Chief Clinical Officerhttps://bit.ly/2mMPeCb
8 Critical Strategies for Interim ExecutivesDate: December 11, 2019 Time: 12pm CSTPresenter: Mike Lieb, Vice President – Interim Services, HealthTechS3https://bit.ly/2nbUgs9
Team-Based Care and Achieving Optimal PerformanceDate: December 19, 2019 Time: 12pm CSTPresenters: Faith M Jones, MSN, RN, NEA-BC, Director of Care Coordination and Lean Consulting, HealthTechS3Kara Beech, Beech Creative Grouphttps://bit.ly/2l7ZFzT
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