patrick sulzberger, cpa, chc… · 3 we are resource to help our clients position themselves for...
TRANSCRIPT
Patrick Sulzberger, CPA, CHC
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My connection to strategic positioning and change readiness
My connection to YOU
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We are resource to help our clients position themselves for
sustainable success in a rapidly changing environment.
www.tsphealthcare.com
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The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic
Peter Drucker
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Rapidly changing environment
Is change the only constant in business?
What should be our focus?
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Rapid change creates chaos
Traits for consistent success
◦Culture of “change readiness”
◦Goal alignment among stakeholders
◦Well developed Strategic Plan
◦ Leadership at all levels
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◦ Respond to changes in a way that minimize risk
◦Create advantages
◦ Facilitate sustainable success (key)
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Behaviors that are rewarded or punished
What our team members think and believe
o Values that establish the norm for
behavior
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Currently, do our behavioral “norms” (all levels of the organization)
◦ Allow us to respond to change constructively and timely to minimize risk
◦ Create advantages for the organization (and our customers)
◦ Provide a foundation for sustainable success
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Policy ◦ Statement about our intent
“Employees are key stakeholders, and their feedback is vital to our success”
“Customer service is #1 priority”
Cultural aspect◦ What actually occurs routinely?
◦ Which team members are rewarded?
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Can the CEO or “C-Suite” alone position the organization for sustainable success in a rapidly changing environment?
◦ Who must predominantly execute change successfully?
Pervasive Hierarchal
C Suite
Managers
Staff
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Culture
C suite
Board
Staff
Managers
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C = D x V x F > R
C = Change
D = Dissatisfaction with the current state
V = (Positive) vision for the future
F = First concrete steps toward the vision
R = Resistance to change
Source: Richard Beckhard and David Gleicher, refined by Kathie Dannemiller
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An individual’s perception of the organization’s readiness for change can impact their involvement in implementing change initiatives
Fear of failure creates a fear of learning, which parallels a fear of change
◦ Many staff members may believe change implies a loss of the security that goes with a specific job
Source: (organizational readiness for change: an empirical investigation – journal of personal selling and sales management)
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Leadership’s role
◦ Communicate the need to become change ready
◦ Communicate the vital role the team plays in developing and executing the strategy
◦ Demonstrate commitment (change is tough)
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Tendency of leadership to look for quick fixes in lieu of taking a longer term perspective**
Implementing piece-meal solutions in lieu of a systems perspective**
Does our culture reward intelligent risk taking?
** Source: (organizational readiness for change: an empirical investigation – journal of personal selling and sales management)
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Detrimental Change
Change for the sake of change
Change based primarily upon fear
Constructive Change
Decisions are made from relevant facts
Communication across all levels
Recognize & acknowledge
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Change for the sake of change
If it ain’t broke don’t fix it
Culture
C suite
Board
Staff
Managers
Reactive
Resistance
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Strategic Consideration
Can we execute on the change?
Do we need help?
Communication across the organization should answer these key questions
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A first step toward change readiness – assess your team’s beliefs (Board through staff)
Reconcile perceptions
Subjective process – but important
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Barriers to success
Facilitators to success
Operational
Strategic
Organizational Readiness
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Different questions may apply to different groups
◦ Board vs. management vs. staff
Scale 1 – 10, and include “don’t know” as an option
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Sample operations question
◦ Departments do not operate in “silos,” rather, operational decisions are made in consideration of the organization overall
Managers, staff
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Our physicians / providers believe they have a leadership role in positioning our organization for success under ACA payment reform
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Sample Board Governance question
◦ The Board understands its fiduciary requirements as outlined by the OIG with regard to quality, patient safety and compliance
◦ The Board believes it has the resources necessary to assist in preparing the organization for the future
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Compute an average score for each question
Pay attention to variance between high and low scores (perception gap)
Share results with stakeholders and discuss next steps
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A quick and fun exercise you can perform with your staff
What is our initial perspective about change?
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Leadership is not a position on the organization chart, it’s an attitude (i.e. some leaders are not decision-makers)
Ratio of leaders required during times of rapid change
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Leadership:
• Presses for change
• Deals with change
Management:
• Promotes Stability
• Deals with Complexity
Leadership Actions
• Setting Direction
• Aligning
• Communicating
• Motivating and Inspiring
Management Actions
• Planning
• Organizing & Staffing
• Problem Solving
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Organizations follow where their cultures lead, not the other way around.
Are your leaders equipped to positively influence your organizational culture?
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What about your culture?
◦ Allow us to respond to change constructively and timely to minimize risk
◦ Create advantages for the organization (and our customers)
◦ Provide a foundation for sustainable success
A leader has the right to be beaten, but never the right to be surprised
Napoleon
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