Summit Education SessionSummit Education Session

September 28, 2005September 28, 2005

InvocationInvocation

AgendaAgenda

WelcomeWelcome Summit Experience of 2003 – 2004 Summit Experience of 2003 – 2004

AlumnusAlumnus Panel on Professional GrowthPanel on Professional Growth Creation of a Learning PlanCreation of a Learning Plan Networking ReceptionNetworking Reception

Summit Leadership ProgramSummit Leadership Program

156 Participants; 10% of Advocate management156 Participants; 10% of Advocate management Including 37 PhysiciansIncluding 37 Physicians

Selection CriteriaSelection Criteria Exceeds performance expectationsExceeds performance expectations Embodies MVPEmbodies MVP Demonstrates long term commitment and potential/skills for greater Demonstrates long term commitment and potential/skills for greater

levels oflevels of responsibilityresponsibility

Summit Program ObjectivesSummit Program Objectives Recognition for contributionsRecognition for contributions Broaden exposure and visibilityBroaden exposure and visibility Enhance leadership competenciesEnhance leadership competencies

Talent Development BoardTalent Development Board

Provide direction and executive sponsorship to Provide direction and executive sponsorship to leadership planning and development leadership planning and development processesprocesses

Review and approve site / function Review and approve site / function participation in Summit programparticipation in Summit program

Monitor development activity progressMonitor development activity progress

Talent Development BoardTalent Development Board

Bill SantulliBill Santulli

Executive Vice President, Executive Vice President, Chief Operating OfficerChief Operating Officer

Ben GrigaliunasBen GrigaliunasSenior Vice President, Senior Vice President, Human ResourcesHuman Resources

Lee Sacks, MDLee Sacks, MDExecutive Vice President, Executive Vice President, Chief Medical Officer Chief Medical Officer

Bruce CampbellBruce CampbellPresident, Lutheran President, Lutheran General HospitalGeneral Hospital

Leadership ExpectationsLeadership Expectations

Take charge of your developmentTake charge of your development Develop and implement a learning planDevelop and implement a learning plan Proactively identify opportunities to “stretch” Proactively identify opportunities to “stretch”

yourselfyourself Seek others out for assistanceSeek others out for assistance Ask to participate in things that fit into you learning planAsk to participate in things that fit into you learning plan

Develop othersDevelop others

Experiential, 70%

Education, 10%

Relationships, 20%

Summit Development ModelSummit Development Model

System CompetenciesSystem Competencies

Why did the TDB select:Why did the TDB select:

Drive for Results Drive for Results

Priority SettingPriority Setting

for System Competencies?for System Competencies?

Summit ExperienceSummit Experience

Tanya Smith, Operations ManagerTanya Smith, Operations Manager

Advocate Health CentersAdvocate Health Centers

Summit Participants Impact on the SiteSummit Participants Impact on the Site

Dan Schmidt, PresidentDan Schmidt, President

Advocate Health CentersAdvocate Health Centers

Personal Insights on Professional Personal Insights on Professional GrowthGrowth

Stephanie McCray, Senior Performance ConsultantStephanie McCray, Senior Performance Consultant

Bruce Campbell, President Lutheran General HospitalBruce Campbell, President Lutheran General Hospital

Karen Lambert, President Good Shepherd HospitalKaren Lambert, President Good Shepherd Hospital

7 Disciplines to Create a “New Normal”7 Disciplines to Create a “New Normal”

Pattie Skriba, Director Associate and Pattie Skriba, Director Associate and Physician DevelopmentPhysician Development

Summit - the highest level or degree attainable

Library of Individual Learning Plans

360observations

opportunities patterns

weaknesses

strengths

Learning Plan

Quick Start Plan

Awareness ≠ Growth

Growth = Deliberate

New KnowledgeNew Skills

New PerspectiveNew ‘Start-ups’

7 Disciplines to Create a

“New Normal”

                                                                                                                                 

A ‘New Normal’?

Personal commitment to growth & changeDiscipline #1

‘Professional Discontent’Commitment to Growth & Change

FOR RELEASE: April 13, 2005

Viewing yourself as others do can help nudge you toward personal goals

• From your 360…

– Variation between rating groups

– Comments

– An ‘ignored’ challenge in current job

– Connection between current performance outcomes and a dimension

Lunch withJim Skogsbergh

3 weeks in the

Caribbean

20 loads of

Laundry

Your competition

gains in market share

Decreased Morale Improved

Patient Experience

Commitment to Growth & Change -- Gain or Loss?

Leadership knowledge, behaviors, skills that ‘used to work’ and no longer do

Commitment to Growth & Change

What grabbed your attention….where do you have energy and personal commitment to grow and change? Why?

Table Talk

5 minutes

5 minutes

Debrief in pairs.

Identify Specific Goals

Discipline #2

360

Quick Start Plan

observations

opportunities

patternsweaknesses

strengths

Learning Plan

Competency #1 Competency #2

Goals Goals

Before AfterCompetency: Making a Fashion Statement

Drive for Results

Drive for Results

Articulated goals for finance only and push it with my managers

Hit financial goals, not use of agency

Miss the mark in patient satisfaction year after year

Most of daily activity not linked to results

Assess direct reports on how hard they work

Focus = achieving results in 5 areas: $ Patient satisfaction Associate satisfaction Growth Clinical

Targets set and achieved Staff focused on results

Direct reports assessed on results

Before AfterDrive for Results

Why I’m like this…Probable causes: Not focused…too many priorities Difficulty staying committed – especially when

I’ve tried unsuccessfullyMy Goals (Drive for Results): Set and make known clear goals for year Change my work routines to work on priority items Follow-through in holding direct reports accountable for

behaviors, tasks that contribute to our overall results

One of the Lowest Rated Competencies for Summit Leaders

Confronting Direct Reports

Confronting Direct Reports

No department standards

Inconsistent in giving difficult feedback

Avoid potential conflict

Unresolved team issues

Long-term problematic employees

Give people too many chances

Associates rated on behavioral and performance standards

Constructive feedback: when I see it, will say it

Team issues promptly addressed

Difficult feedback given without damaging the relationship

An environment of associates giving feedback

Before After

Why I’m like this…Probable causes: I believe conflict is negative. Fear of losing staff Want people to like me; avoid the ‘heat’My Goals (Confronting Direct Reports): Create and communicate standards Address problematic employees Provide more regular performance feedback

Table Talk

8 minutes

6 minutes

Write out your ‘before & after.’ Identify 2-3 goals. In what high impact situations will you

experiment new behaviors or knowledge?

Debrief in pairs.

Target ‘High Impact’ Situations

Discipline #3

experiment

practice

feedback

Confronting Direct Reports

GOALS

Create and communicate standards

Address problematic employees

Provide on-going performance feedback

HIGH-IMPACT SITUATIONS

Deliberate ‘line in the sand’ performance conversations

Team meetings

Performance Reviews

Daily rounding of associates – recognition and feedback

Public Commitment to ActionDiscipline #4

Why Public Commitment?

Not about… Getting “emotionally undressed” in front of

others

Is about… Making “it stick” Enrolling others to support you Validating the message and the messenger A learning curve

Table Talk

5 minutes

5 minutes

Who needs to know of your commitment? Create talking points to share your goals.

In pairs: Practice Provide feedback

Select Meaningful Development Opportunities

Discipline #5

What is ‘meaningful?’

≠ activity

> courses

> articles

Expand scope of situations in which you are a leader

High return

A stretch

Out of your ‘comfort zone’

Types of Development Opportunities

1. On-the-job experiences

2. Off the Job experiences

3. Learning from others

4. Self-directed learning: coursework, readings

70%

Experiential Learning

Drive for Results Lead site team on how to hardwire’ accountability for results in performance

management process

Be mentored by a leader who has lead a ‘turn-around’

Business Acumen Interim management in an area you don’t have knowledge about

Confronting Direct ReportsManage team turnaround in another area

Strategic AgilityParticipate in exec team strategic planning sessions

Give yourself… Permission to experiment Permission to fail Permission to ‘find your way’

What experiences will you pursue to reach your learning goals?

10 minutes

Create Accountability & Track Your Progress

Discipline #6

What is ‘Accountability?’

Something everyone has Something you want to strive to build & enhance About being responsible for your achieving goals Intrinsic motivation

Accountability is NOT about punishment!

How the System Will Support Your Accountability Discuss and give a copy of your learning

plan to your manager Send your learning plan to your HR VP –

will share highlights with exec team Quarterly on-line surveys to you and your

manager re: progress

Possible accountabilities ‘looks like’

Dates for learning tasks and activities Articulated desired learnings A pre-determined measure of growth Scheduled checkpoints for feedback The habit of writing things down

(journaling)

5 minutes

What methods will you use to ‘hardwire’ accountability?

How will you measure & track your progress?

Table Talk6 minutes

Debrief in pairs.

Engage in On-going Reflection

Discipline #7

Putting It Together: The Plan

10 minutes

The ‘New Normal’ – at the top of your Summit

Closing CommentsClosing Comments

Bill Santulli, Executive Vice President, Bill Santulli, Executive Vice President, Chief Operating OfficerChief Operating Officer

Next steps with Learning PlanNext steps with Learning Plan

Finish your work on the plan for each Finish your work on the plan for each selected competencyselected competency

Share the plan with you one-upShare the plan with you one-up All plans will be sent to your Vice President All plans will be sent to your Vice President

of Human Resources to share with the site of Human Resources to share with the site Executive TeamExecutive Team

Periodically share the plan during the Periodically share the plan during the programprogram

ALPS – Action Learning ProjectsALPS – Action Learning Projects

Projects are sponsored by Executive Leadership.Projects are sponsored by Executive Leadership. Summit leaders participate in substantive projects Summit leaders participate in substantive projects

and to develop leadership skills. and to develop leadership skills. ALPS provide Summit leaders the opportunity to ALPS provide Summit leaders the opportunity to

work on an important project or issue, culminating work on an important project or issue, culminating in a deliverable product.in a deliverable product.

First ALPS Project will be sponsored by Lee First ALPS Project will be sponsored by Lee Sacks and Jerry Wagenknect dealing with End of Sacks and Jerry Wagenknect dealing with End of Life Issues.Life Issues.

EXECUTIONEXECUTIONThe Discipline ofThe Discipline of

Getting Things Getting Things

DoneDone

byby

Larry BossidyLarry Bossidy

& Ram Charan& Ram Charan

20022002

The Leader’s Seven Essential BehaviorsThe Leader’s Seven Essential Behaviors

Know your people and your businessKnow your people and your business

Insist on realismInsist on realism

Set clear goals and prioritiesSet clear goals and priorities

Follow throughFollow through

Reward the doersReward the doers

Expand people’s capabilitiesExpand people’s capabilities

Know yourselfKnow yourself

Closing PrayerClosing Prayer