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  • How Oklahoma Healthcare Leaders Can Create a Better Future for Their

    Communities

    Oklahoma Hospital AssociationNovember 2, 2017

    Presented by

    Tom Atchison

  • CORPORATE

    TANGIBLES

    PERSONAL

    INTANGIBILES

    CORPORATE

    INTANGIBLES

    INPUTS Management Cash

    People

    Policy/Procedures

    Strategy

    Plant

    Information Systems

    Communications

    Meaning Caring

    Giving

    Leadership Mission

    Values

    Vision

    Inspiration

    Talent

    Recognition

    Motivation

    OUTPUTS Profit Market Share

    Customer Satisfaction

    Growth

    Metrics

    Quality

    Commitment

    Joy

    Pride

    PURPOSE

    Culture Followers

    Commitment

    Job Satisfaction

    Team Spirit

    Trust

    Quality

  • RememberThe best healthcare models for Oklahoma communities are a Balance between theTangibles and the Intangibles

    Connected (Sustained) by Purpose.*

    *Mark Twain: The two most important days in your lifethe day you were born and the day you find out why.

  • Mission Defines The Organizations Purpose

    Mission StatementOklahoma Hospital Association

    To promote the welfare of the public by representing its members and advocating on their behalf, providing services to assist its members in meeting the health care needs of their communities, educating the public and providers on health policy and issues, and promoting quality health care for Oklahomans.

  • Leadership is THE Critical Success Factor

    Not a title but an earned connection between leaders and followersTurn Around, is Anyone There???

    To Lead is to Serve

    Leadership equals Relationships

  • Leaders have trusting followers with

    aligned values who commit to

    achieving a vision

    -Tom Atchison

    Leadership - Definition

  • Leadership Management

    Leadership/Management

  • Leaders lay the track.

    Managers make sure the trains run on time.

  • Leaders are thermostats.

    Managers are thermometers.

  • Leaders are gyroscopes

    Managers are compasses

  • Professional--Manager--Leader

    Control-----------------------------------------------Influence

    Technical Management Leadership

  • Organizational DynamicsExecutives---Physicians

    Decision Process

    Influence---------------------------------Control

    Perception of Time

    Long Range--------------------------------Now

    Sense of Self

    Part of a Team---Protection of Individual Prerogative

    Locus of Control

    Corporate Strategy-------------------Practice Needs

    First Loyalty

    To the Corporation-----------------------To the Patient

  • LeadershipManagement

    Inspires Predictable

    Influence Control

    Listens Talks

    Vision Focus Tactics Focus

    Manages change Reacts

    Minutes (1440) Money

    Relationships Plans

    People Policies

  • Question: Are your meetings

    Leadership Advances?

    or

    Management Retreats?

  • Leadership-Quick Test

    1. I am aware of the way I am perceived by various groups.

    2. I have complete control over my calendar.

    3. I invest two-thirds of my time to relationship improvement.

  • Leadership-Test

    4. I invest more time in the future than the present or the past.

    5. I know the capabilities and capacity of the talent needed to be successful.

    6. I am trusted throughout the organization.

    7. Coaching and professional development are a big part of my daily work.

  • Leadership-Test

    8. I am a servant leader.

    9. I routinely listen for meaning before talking.

    10. I deal with difficult behaviors, problems and conflicts quickly and effectively.

    Mean score:___

  • Leaders Create a Vision of a Better Future

    Organizational Change is the process of moving from A to B, where B is better than A.

    A=the current situation

    B is the desirable future state, i.e., The Vision

  • Vision - Definition

    Visions are statements of destination, so, they are forward-looking.

    Visions are conceptualizations of hopes for the future.

    Visions express a sense of the possible (not the probable).

    Visions are unique, they set you apart from everyone else.

    Visions are your THE.

  • Visions are the------Transcendent Purpose

    Measurable

    Directional

    Inspirational

    INDIVIDUAL PERFORMANCE

    TACTICS

    STRATEGY

    VISION

  • Vision Quick Test:

    1. Our vision describes the possiblenot the most likely.

    2. Everyone knows their role in vision achievement.

    3. The Board agenda always includes a discussion of the vision achievement metrics.

    4. Our vision drives our strategic and tactical objectives.

    5. Physician leadership (eg, department chiefs and informal leaders) were involved in the development of the vision

  • Vision Quick Test

    6. We have a comprehensive communication plan for our staff and community.

    7. Our staff development programs train the skills necessary to accomplish personal and departmental vision-focused goals.

    8. The board, executive team and physician leaders refine the vision once a year at an (off-site) leadership advance.

    9. Our vision is short---less hat 12 words.

    10. We have a slogan, based on our vision, that is very motivating.

    Mean_____

  • What Can Go Wrong HubrisKodak

    Fundamental Attribution Error(Weak Emotional Intelligence)

    Abilene Paradox

    Money as a Motivator

    Fear, Loss, Punishment as a Motivator

    Misunderstanding the 4 Fundamental Connections to Purposeslide

    No TrustNo Sustainable Changeslide

    Investing in the wrong people/behaviors

    Habit

  • 4 Fundamental Connections to Purpose

    1. I am valued.

    2. I am very clear about my role and responsibilities.

    3. I have a strong social network. (discuss friendship, trust, role clarity and respect).

    4. I have a future and potential for growth.

  • Trust Definition: The Benefit of the Doubt

    Trust is the perception of honesty, openness and reliability/ dependability.

    Trust increases in direct relationship to the frequency of meaningful interactions.*

    Trust takes a long time to develop and can be weakened or broken easily.

    Trust is the lubricant needed to ease tensions Trust is the glue that holds teams together There is NO relationship between being trusted and

    being likedThink minutes and active listening

  • Trust-Quick Test

    1. I am approachable when others have a concern or issue.

    2. I encourage honesty and open communication to flow from any direction.

    3. I listen non-judgmentally regardless of whether the information is good or bad.

  • Trust

    4. I behave consistently.

    5. I show interest and concern for others regardless of their position or power.

    6. I meet frequently with those individuals most critical to the achievement of our Mission.

    7. I make hard decisions about ineffective people, processes and programs.

  • Trust

    8. I show genuine regard for others knowledge, contributions and experience.

    9. I keep my promises.

    10. I explain decisions non defensively.

    Mean score:___

  • Things Learned.

    Applications to my role.

    Questions????

  • References

    Basic: Good to Great, Jim Collins

    Emotional Intelligence 2.0, Bradberry, Travis and Greaves, Jean

    Inside the Physicians Mind, Joe Bujak, MD

    The Checklist Manifesto, Atul Gawande, MD, and Being Mortal

    The Patient comes Second. Britt Barret, PhD

    Intermediate: How the Mighty Fall, Jim Collins

    Active Listening, Michael Hoppe

    Onward, Howard Schultz

    Leaderships Deeper Dimensions, Tom Atchison

    Why Pride Matters More than Money, Katzenbach, Jon

    Advanced: Great by Choice, Jim Collins

    The Speed of Trust, Steve Covey, Jr

    Let My People Go Surfing, Yvon Chouinard

    Emotional Intelligence, Daniel Goldman

    The Zappos Miracle, Shinobu Ishizuka

    *Escape Fire--video

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