“how” we do it an introduction to nslij’s behavioral expectations model

“How” We Do ItAn Introduction to NSLIJ’s Behavioral

Expectations Model

Provide an overview of what behavioral expectations are, why they are important, and how we use them.

Provide a deeper understanding of NSLIJs Behavioral Expectations Model.

Collectively describe what good looks like for each behavior related to your role/the roles you support.

Objectives

Why do we use behavioral expectations?

Creates a common understanding of what good performance looks like.

Gives us a “language” to communicate with one another around the picture of success

Defines expectations on how an employee should act at work to have the best results in their role.

Ensures a level of consistency in how we make decisions around our talent.

Gives us the ability to differentiate performance

Help us focus our employees on the behaviors that will make the most difference in NSLIJ's success

Behavioral expectations are utilized throughout an employee’s lifecycle

NSLIJ's behaviors and expectations model is used for more than just annual performance reviews.

They are utilized across the entire employee life cycle.

All of our talent practices are anchored in the behavioral model.

• The model is used to assess past performance as a predictor of future success.

• The behavioral interviewing tool provides recommended questions that you may use to assess whether or not you would consider each behavior a strength or gap for the candidate.

• A simple rating scale is provided to help you document how each candidate compares relative to one another.

Using the model to select candidates

Using the behavioral expectations model to differentiate performance

Using the model to identify gaps and develop future talent

Our Core Behaviors

Can you guess the behavior

CUSTOMER EXPERIENCE

DEFINITIONAlways anticipating and exceeding the expressed

and unexpressed needs of others.Builds strong relationships and delivers customer-

centric solutions.


TEAMWORK

DEFINITION Inspires one another to work together to achieve

organizational goals. Creates a feeling of belonging and strong team

morale.

DEFINITIONDisplays technical and functional expertise. Takes ownership of work. Structures job tasks.Maintains appropriate pace in handling multiple

deadlines to achieve excellence.

EXECUTION


DEFINITIONUnderstands how to overcome obstacles Ably works through the realities of a large

healthcare organization. Applies best approaches to achieve business goals.

ORGANIZATIONAL AWARENESS


DEFINITIONWillingly adapts to shifting business needs.Seeks opportunities to champion new processes

and ideas. Anticipates and responds to change to improve

work outcomes.

ENABLECHANGE


DEFINITIONTakes consistent action to increase knowledge and

skills. Embraces challenging assignments.Seeks learning opportunities to enhance

performance.

DEVELOPINGSELF


Activity:Each table will be assigned one behavior from our core behaviors and expectations model. Within your table teams, work together to complete the following:

Step 1 (5 Minutes)Using a flipchart, create a list of attributes that define your assigned behavior.

Step 2 (5 minutes)Develop a “Bumper Sticker” slogan or picture that represents the behavior.

What does good look like?

CUSTOMER EXPERIENCEIndividual

Contributor Team

LeaderOperational/Strategic

Leader

• Proactively takes steps to exceed customer/patient expectations. • Practices active listening to

understand root cause of customer/patient needs.• Takes initiative to find ways

to better serve customers/ patients.• Consistently uses customer/

patient feedback to enhance their experience. •Goes the extra mile to put

customers/patients at ease.• Emotionally engages with

customers.

• Coaches team on how to anticipate and respond to customer/ patient needs. •Brings out the best in team

to ensure they are delivering the highest quality service to the customers/patients.• Empowers team to exceed

customer/patient expectations. • Solves problems seamlessly

to address customer/patient needs.• Proactively seeks new ways

to develop self and team skills to enhance customer experience

•Drives a culture that connects metrics and employee behavior to the customer/patient experience.• Sets the strategy and

creates direction to ensure department processes enable the team to exceed customer/patient expectations. •Has a proven track record

for producing positive outcomes in customer/ patient experience.

17

TEAMWORKIndividual

Contributor Team


Leader

• Shares knowledge with team members and expresses interest in understanding the needs of others. •Recognized as a team

player. • Creates opportunities to

share knowledge with others within and outside of the team. •Recognized as an informal

leader who helps others work together to achieve a common goal.

• Consistently uses team-building to increase overall team performance. • Exceptional at creating a

trust-based team culture.• Proactively encourages

others to share their views. •Has proven track record

for building cohesive and high performing teams.

• Places high value on overall team performance. • Is consistently resourceful

in a complex environment. • Excels at driving results

through the ability to motivate teams. •Mentors and coaches

others to help them succeed. •Has a proven track record

in delivering results through cross functional teams.

18

EXECUTIONIndividual

Contributor Team


Leader

• Completing assigned tasks accurately and within established timeframes and budget.

•Adopting a resourceful and results-driven approach.

• Ensures team performance in achieving excellence by:•Organizing resources,•Adjusting for

complexities,•Measuring results,•Planning for

improvements.

• Creating a culture of excellence and accountability through:•Motivation of talent,• Translation of strategy

into reality, • Exercising sound

judgment, •Aligning

communication, people, processes and resources.

19

ORGANIZATIONAL AWARENESSIndividual

Contributor Team


Leader

• Collaborating with peers, managers and customers to solve problems within the guidelines of key policies and practices.

•Displaying superior understanding of:•Group behavior and

organizational politics,•Culture and operations.

• Exhibits strong decision-making skills that align to key business priorities and objectives.

•Understanding the competition.

• Creating solid cross-functional partnerships.

• Successfully navigating the organization’s culture to obtain the buy-in necessary to drive critical business outcomes.

20

ENABLE CHANGE

Individual Contributor

TeamLeader

Operational/Strategic Leader

• Seeking and acting on feedback to identify improvement opportunities.

•Displaying enthusiasm for expanding one’s knowledge and scope.

• Thinking differently to find new solutions.

•Regularly offering feedback.

•Analyzing successes and failures to identify improvement opportunities.

• Planning for and creating opportunities to implement process enhancements within the team.

•Creating a climate that embraces new and different solutions.

•Removing barriers that limit change

•Maintaining a global line of sight.

•Gaining commitment and partnership from others to execute change plans.

21

DEVELOPING SELF

Individual Contributor

TeamLeader

Operational/Strategic Leader

• Holds self accountable for becoming a subject matter expert within one’s own job role, seeks performance-related feedback, and identifies learning opportunities to explore with one’s manager.

Our Leadership Behaviors

DEFINITIONActs with conviction to make the right decisions for

the right reasons. Exercises sound judgment and takes action to

preserve the integrity of the organization.

MANAGERIALCOURAGE


DEFINITION Leverages and embraces diversity.Shares wins and successes. Motivates and energizes others to achieve high-

level results.

MOTIVATING & INSPIRING OTHERS


DEFINITIONSeeks opportunity to gain/share expertise with

other areas to create innovative strategies.Exercises both narrow and broad perspective to

ensure business success.

STRATEGIC AGILITY


DEFINITIONContinuously seeks opportunity to develop the

capabilities of others. Provides challenging stretch assignments and tasks

to enhance departmental performance.

DEVELOPINGOTHERS


Activity: (10 Minutes)

Each table will be assigned one leadership behavior from our behaviors and expectations model. Within your table teams, work together to complete the following:

Using a flipchart, in your own words, describewhat it means to do ___________.

What does good look like?

28

MANAGERAL COURAGETeamleader

Operational/strategic leader

•Adhering to a strict ethical and moral code in all business decisions and dealings with people.

•Delivering critical messages honestly and effectively.

•Displaying the ability to make difficult decisions in a timely manner, rewarding those who display desirable behaviors, and holding direct reports accountable for poor performance.

• Ensures direct reports are compliant with mandatory trainings, educational processes and system initiatives.

• Empowering others to make ethical decisions.

•Removing political barriers that may limit or prevent positive change.

• Implements practices to ensure that employees are held accountable for their behavior and performance at all levels.

• Ensures all employees in area(s) of responsibility comply with mandatory training, educational requirements and system initiatives.

29

MOTIVATING AND INSPIRNG OTHERSTeam


Leader

• Celebrating the efforts and achievements of individuals and teams.

•Creating a feeling of belonging within the team.

• Conveying confidence in the ability of others to make valuable contributions,

• Ensures team members have the skills, support and resources necessary to produce the desired results.

• Ensures team members are rewarded for good performance, and that, when appropriate, consequences are delivered to drive the right behaviors.

•Creates opportunities to promote team successes at department & system level.

•Manages with an “open door” policy, ensures assigned area(s) understand how each contributes to the larger goals of the organization.

•Continuously takes inventory to ensure assigned area(s) have resources necessary to achieve superior results.

• Empowers leaders to reward employees for good performance and to deliver consequences, as appropriate, to drive the right behaviors.

30

STRATEGIC AGILITYTeam


Leader

•Demonstrating complete understanding of department’s workflow, operations and necessary skill sets,

• Leverage the talents of the team to brainstorm and anticipate future consequences and solutions.

•Partner with other areas to share knowledge and influence strategy development outside of normal defined scope.

• Ensuring operations of assigned area(s) align with the larger organizational goals.

• Establish formal and informal processes for high performers to become involved in cross-organizational improvement efforts.

• Leverage connections with other organizational leaders to develop and execute breakthrough strategies that impact organizational operations on multiple levels.

31

DEVELOPING OTHERSTeam


Leader

•Holding frequent performance and development discussions with direct reports.

•Provide diverse opportunities for team participation in projects outside of normal defined scope.

• Shaping team roles to leverage skills, build capabilities and foster team collaboration.

•Developing high performers through mentorship and coaching.

• Creating opportunities for joint problem-solving and cross-functional learning through shared projects.

• Embracing feedback for one’s own improvement.

We reviewed why having a behavioral expectation model is important, and how we use them to:

Differentiate performance

Identify gaps and develop future talent

Behavioral interviewing

We took a deeper dive into how each of our core and leadership behaviors are defined.

We took some time as a group to describe what good looks like for each behavior related to your role/the roles you support.

Recap

What steps can you take to ensure you embody these behaviors?

What will you do to ensure your team understands these behaviors and how they will be evaluated against them?

My commitments

“how” we do it an introduction to nslij’s behavioral expectations model

Documents

behavior slide

performance slide

behavioral model

nslijs success slide

future talent slide

behavior teamwork definition

good performance

performance help