bernie o’donnell lead consultant & ceo raji kumar chief executive officer u ncommon p...

Bernie O’DonnellLead Consultant & CEO

Raji Kumar

ChiefExecutive

Officer

UNCOMMON PERFORMANCEIN HEALTHCARE

IGNITING

• Need people with experience, energy & enthusiasm to motivate, lead and inspire

THE TURNAROUND 2011 - 2014

From hemorrhaging $2MM/month

From only 70 surgeries/month to almost 400 surgeries/month

Recruited 160+ new physicians

to a $5MM annual profit

2013

$2011

2010 2014 2010 2014

2010 2014 2010 2014

Progress 2010 to 2014

If you don’t get the people right, the rest of it doesn’t make much difference.

But when you do get the people right, anything is possible

High Performance Leadership: Premise #1

LEADERSHIP TEAM STRATEGY PHYSICIAN ALIGNMENT COST INFRASTRUCTURE REVENUE CYCLE BUSINESS DEVELOPMENT REBRANDING

Roadmap to Success

What Does it Take to Rise

as a Great Leader?

A leader has a vision and communicates it in a way

that inspires others to achieve it.

• Need people with experience, energy & enthusiasm to motivate, lead and inspire

INVEST IN THE RIGHT LEADERSHIP TEAM– Instill organizational values in key managers– Engage employees and physicians – Ensure accessible leadership

Happy employees + happy physicians = Exceptional patient care

TURNAROUNDS ARE EXHAUSTIVE – Need people with experience, energy & enthusiasm to motivate, lead and inspire

OUR SUCCESS RECOGNIZED …

Articles published on DMC turn-around success story ‐ Becker’s Hospital Review‐ Inside Healthcare‐ Healthcare Executive Exchange

Raji Kumar, CEO of Dallas Medical Center, won “Business Woman of the Year” in 2013 for City of Farmers Branch

Nominated by The Town of Addison Magazine for “Favorite Hospital” -- “6th Annual Readers’ Choice Awards” – April 2014

Building the Platform to

Launch High-Performance

Performisys’ Mission

To guide organizations to uncommon success

through the unerring alignment of the

right strategies, effectively executedby the

right people, effectively led.

We serve organizations across virtually all industries.

http://www.teamsnug.com/default.asp

http://www.beartrans.com/Index.aspx

Performance Drives Results We Drive Performance

Manufacturing, TX

More revenue today with 96 sales reps than previously with 180

Reduced training costs by $500,000+/year

Communications Company, TX

Exceeds service level objectives with 30% fewer people

Financial Services – NM

Recession hit industry facing layoffs Doubled market share <13% to >26%)

in 14 months moving from #5 to #2 Built strong teams driven by shared vision Integration of top-down and bottom-up

Tele-Messaging Business - PA

Reduced hiring needs by 80%+ per year “I hear the word team more.” “Customer satisfaction is higher and the right team makes the customers happier.” Used to hire 10 -15 people/year, now 1 or 2

Performisys LLC 214.484.2010 [email protected]

Squeezed Margins

REVENUE

GOVERNMENT

INSURERS

PATIENTS

COSTSGOVERNMENT

INSURERS

CAPITAL

EXP

OPERATING

EXP

1. Provide exceptional patient care2. Compensate a great staff well3. Provide attractive return to investors

Healthcare’s Changing Challengesto Uncommon Success

community

physician’s orders

referrals

Success / Survival means becoming a value driven revenue magnet

Must Provide more/$ revenue Realize more/$ cost

Be Value Driven

High-Performance Organization

Primary Revenue Drivers

community

physician’s orders

referrals

Take Control and

Drive Your Future From the Inside Out

THOUGHTS ABOUT THE ENVIRONMENT AND

THE OPPORTUNITY IT CREATES

Across industries, 2/3’s of lost customers are caused by employee indifference

68%

14% 9% 5% 3% 1%

Employee Indifference

Product Dissatisfaction

Competition

Other Relationships

Move Away

Die

Creating A Loyalty Spiral

29%

54%

17%

Not Engaged

EngagedNegatively Engaged

Employee Engagement: Gallup Survey

1/3 of the People, Generate 2/3’s of the Results

A & B Players

C Players

D Players

“The moment you feel the need

to start managing somebody,

you know

you've made a hiring mistake.”

Isn’t It The Truth?

Jim Collins

Our policies, systems and metrics tend to be designed to manage

the activities of the C and D performers.

In the process, we shackle our A & B Players.

Compounding the Problem

The Performance Pyramid™

copyright 2001-2014 Performisys LLC 214-484-2010 [email protected]

Systems, technologies, processes

Syst

ems,

tec

hnol

ogie

s, p

roce

sses

Systems, technologies,

processes

Right Peoplein the

Right Places

ClearDirection

Maximum Discretionary

Effort

ClearDirection


Effort

Right Peoplein the

Right Places

High PerformanceCulture

Strategic Performance Line-of-Sight™

Purpose (Mission): Why we exist.

Values: How we conduct ourselves. Image. Reputation. Culture.

Unique Value Proposition: Strengths, Competitive Differentiators.

Vision: What (where) we want to be at some specific point in the future.

Strategies: How we will get there. Exploit strengths. Multiple perspectives- Financial (the money)- Market (the customer / patient)- System/Process (the way we do it)- People (Learn/grow/lead)

Metrics: Who is responsible for what. Direct line of sight to vision for all.

Objectives: Measurement targets & opportunities.

Obstacles: Threats & weaknesses.

Initiatives: Critical actions.

Executable Plan: Who will do what & by when.

Copyright © 2000 - 2011 Performisys LLC 214.484.2010 [email protected]

mailto:[email protected]




Syst

ems,

tec

hnol

ogie

s, p

roce

sses


processes

Right Peoplein the

Right Places

ClearDirection


Effort

ClearDirection


Effort

Right Peoplein the

Right Places

People-powered Performance™

PhysiciansEmployees

Patients

Metrics-basedCompetency Trio™

Lera

Metrics-basedCompetencies

Leadership

Level of Discretionary

EffortHigh Trust

Culture

People-Powered Performance™

Competency Trio™

Success Where are we going?

How / when will we get there? What competencies do we have /

need?

P Coach a

Performance

IssuePBuildTrust

Step 1

Attract Applicants from Diverse Sources

Step 2 Initial Screening

Expertise / Character / Skills

Step 3Conduct Screening Interviews

Step 4Prepare In-depth Interview,

Culture / Values / Job Fit

Step 5 Conduct In-depth Interview

Step 6 Background

Check

7. Offer

to

High Performance Staffing

Steps7 Determining Expertise Traits Character




Syst

ems,

tec

hnol

ogie

s, p

roce

sses


processes

Right Peoplein the

Right Places

ClearDirection


Effort

ClearDirection


Effort

Right Peoplein the

Right Places

Engagement is Discretionary

Effort

Copyright © Performisys LLC 2002-2011 214.484.2010

ObjectiveCreate a

Work Environment in which the right people

provideextraordinary levels

of discretionary effort.

ResourceManagement

Staffing & Development

Vision & Inspiration

Decision Making

BuildsLeadership

Trust Expertise Traits Character

Communication 5 Focus Factors of

Exceptional Leaders

Making Leaders Exceptional

Effective Execution


ObjectiveCreate a

Work Environment in which the right people

provideextraordinary levels

of discretionary effort.

Management


Vision & Inspiration

Decision Making

BuildsLeadership

Trust Expertise Traits Character

Communication 5 Focus Factors of

High Performance Leaders

Building Agile

Organizations

Effective Execution

Clear Direction

Free - flowingInformation

Rapid Decision Making

Extreme Execution of the Focus Factorsfosters Agility.

Performance ManagementIdentify the Problem

Condition of Employment

Expectations Clear?

Performance Issue

Miscast

Expertise

Traits

Character

Leadership

Vision

Communication

Decision Making


Resource Management

Work ValueWork

EnvironmentTraining

Meaningful Impact

ContributionAppreciated

WorkRelationships

Systems & Processes

Trust

Culture


Live By This And Be In The Top Echelon Of All Leaders

Your job is to remove obstacles

Not be one!


For a simple exchange of ideas, please just call or email me at

Bernie O’Donnell

Lead Consultant & CEO

214-244-0123 mobile

214-484-2010 office

[email protected]

Contact Us

bernie o’donnell lead consultant & ceo raji kumar chief executive officer u ncommon p...

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