4/20/2015

1

Building a Collaborative

Senior Team in a Time of Change

The Impact of Leadership Competencies

on Organizational Effectiveness

John Sheehan President UW Health at the American Center,

SVP UW Health Hospitals and Clinics

Bryan Warren Manager, Healthcare Solutions, Select International

Your Speakers

John Sheehan, FACHEPresident, UW Health at The American Center and SVP UW Health Hospitals and Clinics. Formerly EVP/COO and Regional VP of Clinics and Operations at Unity Point Health. He’s also held VP positions at ThedaCare, Geisinger Health and Centura Health. He holds a B.S. from the University of Wisconsin and earned his MHA from St. Louis University.

Bryan J. WarrenManager, Healthcare Solutions at Select International. Select provides selection and development tools and expertise to leading organizations including Toyota, the United Nations, Goodyear, Merck and Verizon Wireless. Before joining Select, Bryan was a healthcare and employment law attorney, and then Vice President and Corporate Counsel for a leading service line development consulting firm. Select’s healthcare work focuses on front line staff, managers, senior leaders and physicians.

Agenda

• Complex collaboration in healthcare – why senior leaders fail

• UW Health at The American Center – unique opportunities and challenges

• The impact of leadership behaviors on organizational success

The American Center Council Motto

If your actions inspire others to dream more, to learn more, to do

more and to become more, then and only then are you a leader. UW

Health at The American Center will be a place full of leaders.

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The Challenge of Complex Collaboration

• Complex problems require complex teams (large, diverse, specialized)

• These groups are less likely to:

– Share knowledge freely

– Learn from one another

– Shift workloads

– Help one another complete tasks

– Share resources

(Gratton and Jackson, Eight Ways to Build Collaborative Teams,

Harvard Business Review, Nov. 2007)

(Ten Fatal Flaws that Derail Leaders, Zenger and Folkman, Harvard Business Review, 2009)

360 degree feedback from over 11,000 senior leaders. Common

to those who were fired and the 10% rated “least effective”:

• Lack Energy and enthusiasm

• Accept their own mediocre performance

• Lack clear vision and direction

• Have poor judgment

• Don’t collaborate

• Don’t walk the talk

• Resist new ideas

• Don’t learn from mistakes

• Lack interpersonal skills

• Fail to develop others

Ineffective leaders are often unaware of these behaviors

Leadership Behavioral Challenges

Collaboration in Healthcare

• Can Physicians Collaborate? – An Examination of

Organization Development in Healthcare,

James Stoller, MD, OD Practitioner, Vol. 26, No. 3, 2004

– Competitive Individualism

– Extrapolated Leadership

– Entitlement from Ascending Hierarchies

– Deficit-Based Thinking

“Doctors are effective because they can react to crises in

immediate, definitive ways. This quick, interventionist approach

can be antithetical to making good management decisions,

which require ‘continuous, collaborative, holistic care.’”

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Case Study

Why invest?

� Strategy: Be a first-choice destination for scheduled surgeries for patients, payers and surgeons in Wisconsin and beyond

� Strategy: Offer a seamless new access point for comprehensive UW Health services

� Strategy: Strengthen the UW Health brand through high quality health and wellness programs for communities in eastern Dane County

� Strategy: Free space in UW Hospital to accommodate the UW Health master facility plan

The American Center

Three Wings of Health and Wellness

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Construction Camera

The UW Health Strategic Plan

at The American Center

Patient and Family Experience

Minimal waits, services brought to patients, personal attention

Market FocusFirst choice of

Wisconsin patients, surgeons and payers for

surgeries offered

Population HealthPatients as partners in health and wellness;

athletes supported for

maximum performance

Primary CareLeaders in coordination

of care and smooth transitions to and from

the medical home

Clinical Model of CareHigh quality, efficient

care through teamwork, innovation, standard

work and lean principles

Quality DistinctionEvidence-based care

that achieves top decile performance for

outcomes

Best Work and Academic EnvironmentA great place to work and learn, exemplified by trust, pride and camaraderie

IntegrationSeamless care for patients and a model for the UW Health Way

Defining Characteristics

� Facility design: Inviting, flexible multi-use spaces, outpatient and

wellness focus

� Workflows: Standard processes and tools whenever possible

� Patients: Scheduled surgeries and associated outpatient specialties. No

trauma care, limited critical care. Reduced variation.

� Associate roles: Emphasis on cross-training and adaptability to new and

innovative roles

� Incubator: An environment for innovation and refinement of new roles,

processes and tools

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� Standard Work: For all associates at all levels, including the leadership

team

� Patient Flow: Work follows patient flow, crossing physical and traditional

boundaries to serve patient

� Process improvement: Daily attention to improving quality and efficiency.

Huddles, gemba walks, continuous fine-tuning.

� Coaching: Coaching and facilitating vs. directing and managing

� Organizational structure: Flatter structure to facilitate streamlined

decision making and physician leaders engaged at all levels

Work Environment

� Establishing a new culture within a traditional and highly successful academic medical center.

� UW Health has a unified strategic plan but is in the process of a complex integration.

� Desire for more physician leadership skill and engagement.

� The American Center as a pilot for the UW Health Way.

� Utilizing new tools for selection and development of physician and other senior leaders.

� Utilization of lean management such as Leader Standard Work.

UW Health at The American Center Background/Challenges

� Create council structure aligned with larger system.

� Establish competency map and dictionary.

� Key Physician and Senior Leaders identified and developed utilizing executive assessment.

� Team discussion of composite and individual development reports.

� Individual and group action plans.

The American Center Roadmap to Integrating Senior and Physician Leadership

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Strategic Framework Council Structure

Performance Excellence

Council

The American Center Council Motto

If your actions inspire others to dream more, to learn more, to do more and to become more,

then and only then are you a leader. UW Health at The American Center will be a place full of leaders.

Operations and Performance Improvement Council

• Advance operations plan to meet business plan

• Assure consistency with UW Health standards

• Provide council support, including agenda setting

• Track decisions and issues to be resolved

• Drive accountability of action plans

• Coordinate communication plan

Physician Leadership Council

Facility Readiness CouncilBest Work and Academic

Environment Council

Organization Health and

Market Focus Council

President’s Council

• Assure successful

implementation of the UW

Health Strategic Plan at The

American Center.

• Assure the facility is

compliant and operational on

August 17, 2015.

• Assure a great place to work

and learn for all associates.• Assure achievement of The

American Center business

plan.

• Assure physician and APP ownership

in the success of The American

Center.

• Assure accountability to the UW Health at The American

Center competency map and dictionary.

UW Health Values:

American Center Competencies

“Managing collaboratively across different business drivers, cultures and interrelationships within the organization in order to achieve common goals. Maintaining effective working relationships. Respecting individual differences and diversity, and leveraging the unique talents of others to enhance organizational effectiveness. Promoting a collaborative working environment.”

“Collaborative Leadership”

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� Utilizes a process to reach and revise an agreement on objectives and the allocation of resources to

accomplish the objectives.

� Displays patience and understanding when listening to differing opinions and leverages the unique

talents of others to enhance departmental effectiveness.

� Treats people of all levels and backgrounds equally, with respect and courtesy.

� Motivates and encourages each associate to work as part of the team to accomplish goals; celebrates

collaboration; provides recognition and acknowledges team behaviors.

� Helps direct reports resolve conflicts constructively; identifies and removes barriers to effective

teamwork.

� Uses active listening skills and realizes that misunderstandings can be caused by variations in values,

culture, and other differences; treats misunderstandings as learning opportunities.

� Proactively initiates relationships with stakeholders across the organization and works horizontally;

works hard to resolve conflicts with and between others cross-departmentally to ensure a harmonious

and effective working environment.

� Promotes diversity, both demographically and in opinions, and cultivates a culture of mutual respect.

� Works effectively with other people over whom he or she has no direct authority.

Positive Behaviors of Collaborative Leaders

� Prefers working alone; shows little interest in working on a team;

places own work and goals before organizational or team goals.

� Has difficulty cooperating and working effectively with others,

particularly those from diverse backgrounds; is overly direct,

challenging and blunt.

� Does not take the time to build relationships with key stakeholders

across different areas of the organization; works vertically and only

within one’s own department instead of involving others to resolve

conflicts.

� Focuses on negative outcomes; does not work to help others find

common ground.

Negative Behaviors of Collaborative Leaders

Behaviors and Operational Impact

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2.7

3.0

3.4

3.0

3.0

3.1

2.4

2.5

2.9

3.0

2.8

3.2

3.3

3.3

3.2

3.3

2.9

2.7

3.2

3.3

2.8

3.0

1 1.5 2 2.5 3 3.5 4 4.5 5

Holds Others Accountable

Provides Direction

Motivating and Developing Talent

Establishing Trust

PEOPLE LEADERSHIP

Stress Tolerance

Openness to Feedback

Emotional Intelligence

Team Work

Relationship Building

RELATIONSHIP MANAGEMENT

Judgment

Financial Acumen

Strategic Thinking

Learning Agility

SYSTEM THINKING

Adaptability

Planning & Organizing

Results Orientation

Focus on Patients

Accountability

ACHIEVING SUCCESS

Ch

air

pe

rso

n E

xecu

tiv

e A

sse

ssm

en

t

Av

era

ge

Co

mp

ete

ncy

Ra

tin

gs

6.68

5.94

6.67

5.94

6.81

6.15

5.39

5.75

5.26

6.21

7.12

5.37

5.96

4.19

6.28

6.79

6.53

5.83

5.29

5.71

5.76

5.71

5.05

7.14

7.71

6.29

6.33

5.71

6.33

7.05

6.24

6.95

6.19

5.29

6.05

6.86

1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00

Positive Impact

Planning & Organizing

Initiative

Adaptability

Accountability

Openness to New Ideas

Interpreting Information / Analysis

Providing Feedback

Performance Management

Negotiation

Motivating Others

Managing Change

Delegating & Empowering

Coaching Others

Working Collaboratively

Social Awareness & Sensitivity

Self-Awareness

Conflict Management Group

Challenges

compared to

Normative

Database

Group

Challenges

compared to

Normative

Database

Norm Group

Lessons Learned

• Buy-in of Department Chairs and Dean

• Link group behavioral skills to operational challenges

• Assessment for new leaders, development for existing leaders

• Emphasize importance of behavioral skills in getting the job done

• Emphasize the assessment tool as one factor in the selection decision

• Emphasize awareness and emotional intelligence and utilizing the assessment tool for development

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A More Deliberate Approach

• Defining leadership competencies and

behaviors

• Engaging the leadership team, including

physicians in discussions about leadership,

collaboration, culture, etc.

• Using executive assessment as a starting point

• Linking operational challenges to group

behavioral skills

Next Steps

• Leadership doesn’t happen by accident

– 360 degree assessments

– Small group feedback

– Individual developmental plans

– On-going training on leadership/relationship skills

• How do we measure success?

Discussion