Leadership Competencies for the Future Building Leaders – Transforming Hospitals – Improving Care
45 YEARS OF DELIVERING RESULTS 1 45 YEARS OF DELIVERING RESULTS HealthTechS3 is a 45 year old, award-winning healthcare consulting and strategic hospital services firm based in Brentwood, Tennessee with clients across the United States. We are dedicated to the goal of improving performance, achieving compliance, reducing costs, and ultimately improving patient care. Leveraging consultants with deep healthcare industry experience, HealthTechS3 provides actionable insights and guidance that supports informed decision making and drives efficiency in operational performance. Our consultants are former hospital leaders and executives. HealthTechS3 has the right mix of experienced professionals that service hospital clients across the nation. HealthTechS3 offers flexible and affordable services, consulting, and technology as we focus on delivering solutions that can be implemented and provide a positive, measurable impact.
Strategy – Solutions - Support GOVERNANCE & STRATEGY Affiliation Consulting Executive & Management Leadership Development Strategic Planning & Market share Analysis Community Health Needs Assessment Compliance Consulting Services FINANCE Performance Optimization / Margin Improvement Revenue Cycle & Business Office Operations Productivity & Staffing Consulting - Optimum Productivity Toolkit CLINICAL CARE & OPERATIONS Continuous Survey Readiness Quality Assurance Performance Improvement Lean Culture Customer Experience Clinical Resource Management Care Coordination – Primary Care Practice Physician Practice & Clinic Assessment Long Term Care Consulting Swing Bed Consulting Perioperative Services Consulting RECRUITMENT Executive Recruitment Manager and Clinical Positions Physician / Provider Recruitment Information Technology Professionals Interim Placement
www.healthtechs3.com INSTRUCTIONS FOR TODAY’S WEBINAR You may type a question in the text box if you have a question during the presentation We will try to cover all of your questions – but if we don’t get to them during the webinar we will follow-up with you by e-mail You may also send questions after the webinar to our team (contact information is included at the end of the presentation) www.healthtechs3.com The webinar will be recorded and the recording will be available on the HealthTechS3 web site: www.healthtechs3.com HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive. HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof. HealthTechS3 does not and shall not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters.
Regional Chief Clinical Officer Speaker Diane began her health care career as a staff nurse in the Emergency Department of a major medical center while pursuing further education. She has worked in a variety of diverse settings which include administrative positions in education, behavioral health, acute care, consulting, and long term care. As an Army Nurse Corps officer, she advanced to Chief Nurse of a 400-bed field hospital. Diane has been in her current position as Regional Chief Clinical Officer with HealthTechS3 for over seven years. In her role as Regional Chief Clinical Officer, Diane provides support for both critical access and acute hospitals focusing on all aspects of operations with special expertise in leadership development, quality and patient safety, the patient experience, and innovation in health care. Her greatest satisfaction comes from sharing her experience and knowledge with others, mentoring those who aspire to be leaders and those already in leadership roles, and providing better practices to help organizations thrive in an ever-changing health care landscape. Marlene McAllister is senior nursing leader transitioning toward retirement. Ms. McAllister has over 20 years of experience in senior executive positions both domestic and international and has consulted in a variety of settings. Ms. McAllister served as the Chief Nurse Executive with St. John Medical Center in Tulsa, Oklahoma and had a key role in the infrastructure design of the patient care areas and the strategy of a new patient care model. Subsequently in 1996, Ms. McAllister served ORBIS International as a consultant/strategist and later joined the executive team as the Vice President of Organizational Development and Human Resources from 1998-2001. In this role, Ms. McAllister was responsible for global human resources, strategic planning, business planning, quality improvement and organizational development and design. Most recently, Ms. McAllister served as the Chief Nursing Officer at Medical Center Health System and the Co-Director of the MCHS/Texas Tech Center of Excellence for Evidence-Based Practice in Odessa, Texas. Ms. McAllister holds a Bachelor of Science Degree in Nursing from the University of Arkansas and a Master of Science Degree in Nursing from the University of Colorado. Ms. McAllister is a Johnson &Johnson/Wharton Nurse Executive Fellow from the University of Pennsylvania, Pennsylvania. Ms. McAllister and her family reside in Tulsa, Oklahoma. Ms. McAllister serves the community as a member of the Tulsa Opera Fund Development Committee and an advisory committee member for the establishment of a German POW camp museum in Szubin, Poland. Diane Bradley Regional Chief Clinical Officer
THE AGENDA FOR TODAY Upon completion of the webinar, participants will be able to: 1. Understand the two differences between the current leadership model and the requirements for the future. 2. Discuss two current trends and subsequent threats that will impact future leadership competencies. 3. Define three future leadership attributes and how those characteristics will change current leadership roles. 4. Identify two priorities for leadership development that are essential in providing future leaders.
Leadership – is not a title Leadership – is not a title. It is an earned connection between leaders and followers. It is not linear. Leadership equals relationships. Competencies – are skills and behaviors that contribute to superior performance.
FACTS 1. J. Lindsey Bradley Jr. will retire as senior vice president of group operations and CEO for Irving, Texas-based Christus Health's Northeast Texas region. 2. Orangeburg, S.C.-based Regional Medical Center announced the retirement of Brenda Williams, vice president of strategy and compliance. 3. Boca Raton (Fla.) Regional Hospital President and CEO Jerry Fedele and COO Karen Poole, BSN, are planning to retire. 4. Portland, Ore.-based Legacy Health President and CEO George J. Brown, MD, is retiring, after serving as leader of the health system for nearly a decade. 5. Medford-based Providence Medical Group-Southern Oregon Chief Executive Cindy Mayo, MSN, is retiring in August. Source: Becker’s Hospital Review
REALITY – CURRENT MODEL
CEO CFO Manager CMO CNO PRINCIPLES OF CURRENT MODEL Who has the most power? How do others respond to the person with the most power? Is this a viable model for the future?
COMMON LEADERSHIP STYLES DEMOCRATIC (PARTICIPATIVE) AUTHORITARIAN (AUTOCRATIC) LAISSEZ-FAIRE (DELEGATIVE)
SUCCESSION PLANNING
FUTURE STATE How wonderful it is that nobody need wait a single moment before starting to improve the world. —Anne Frank
FUTURE HEALTH CARE THREATS Leaders will face challenges such as: 1. Lack of skilled workers – complexity of care 2. Reductions in reimbursements 3. Greater competition between providers 4. Decreasing inpatient census – community care coordination 5. Retail health care 6. Increase in concierge medicine 7. Exponential increase in security breeches – technology 8. Physician and nurse shortages 9. Shift from FFS to Value 10. Increase in shared risk – capitation 11. Continual media reporting about patient safety and quality 12. Population health – how do we do it? 13. Innovation – cost, resources 14. Changing role responsibilities – new titles 15. Rise in consumerism
ESSENTIAL COMPETENCIES Change is required before providers and hospitals are ready causing discomfort Patients expect more Patients know more Relationship building Operational excellence/efficiencies/effectiveness Customer satisfaction is the metric for providers of all aspects of health care Learning from other industries; Amazon, certain airlines, hospitality Move from MBA CEOs to Physician CEOs with MBAs Accelerated development of Integrated Delivery Systems
OTHER COMPETENCIES Nimbleness/agility Entrepreneurial – ability to respond to consumerism Thrive on change The status quo is not good enough – continue to strive for new improvements Differentiate between leader qualities vs manager qualities Know how to select competent candidates to fill critical positions Reward innovation, even those innovations that fail Influence others in a positive way – strong interpersonal skills Internal AND External focus Experience? Manager
TRANSACTIONAL vs TRANSFORMATIONAL CHANGE Transactional Change: A form of process modification intended to facilitate the attainment of strategic objectives by shifting functions, overall duties and specific assignments within a project or organization. Used in a business context, transactional change might describe the process of making constructive changes in such things as project requirements, product standards or reporting lines. Transformational Change: A shift in the business culture of an organization resulting from a change in the underlying strategy and processes that the organization has used in the past. A transformational change is designed to be organization-wide and is enacted over a period of time. Source: Business dictionary
FILTERED vs UNFILTERED LEADERS Pros – reward, consistency, sustainability Cons – more of the same Unfiltered leaders: Pros – various experience in other organizations Cons – sometimes less successful than filtered, organization may not want change Scenario: Diane is an energetic Director of the ED and ICU at hospital A. She has always aspired to the CNE role, and knows that the CNO at hospital B is retiring. Diane applies for the job and after her interview, she realizes she has some weaknesses that may make her transition a bit more difficult than someone who has been a CNE before, yet she feels that her strengths out-weigh her weaknesses especially knowing the importance of future health care opportunities and challenges since she is currently working in a very progressive organization. She intends to bring those ideas with her. During her interviews, she had the impression that the CEO was not that receptive to new ideas, and felt that hospital B always had a strong bottom line and patient satisfaction was good. The other leaders of the organization were very interested in her ideas. Diane is offered the CNE position. What should her decision be?
EXPERIENCE vs NO EXPERIENCE
MODELS NCHL Health Leadership Competency Model Transformation: Visioning, energizing, and stimulating a change process that coalesces communities, patients, and professionals around new models of healthcare and wellness. Achievement Orientation Analytical Thinking Community Orientation Financial Skills Information Seeking Innovative Thinking Strategic Orientation Execution: Translating vision and strategy into optimal organizational performance. Accountability Change Leadership Collaboration Communication Skills Impact and Influence Initiative Information Technology Management Organizational Awareness Performance Measurement Process Management/Organizational Design Project Management People: Creating an organizational climate that values employees from all backgrounds and provides an energizing environment for them. Also includes the leader’s responsibility to understand his or her impact on others and to improve his or her capabilities, as well as the capabilities of others. Human Resources Management Interpersonal Understanding Professionalism Relationship Building Self Confidence Self Development Talent Development Team Leadership Source: National Center for Healthcare Leadership
MODELS con’t Society for Human Resource Management (SHRM) Figure 1: Leadership Competencies Leading the organization: -managing change -solving problems and making decisions -managing politics and influencing others -taking risks and innovating -setting vision and strategy -managing the work -enhancing business skills and knowledge -understanding and navigating the organization Leading the self: -demonstrating ethics and integrity -displaying drive and purpose -exhibiting leadership stature -increasing your capacity to learn -managing yourself -increasing self-awareness -developing adaptability Leading others: -communicating effectively -developing others -valuing diversity and difference -building and maintaining relationships -managing effective teams and work groups Source: Adapted from McCauley, C. (2006). Developmental assignments: Creating learning experiences without changing jobs. Greensboro, N.C.: Center for Creative Leadership Press. Permission granted from the Center for Creative Leadership to republish CCL's Model of Leader Competencies.
MODELS con’t Tipping Point Leadership by W. Chan Kim & Renée Mauborgne Conventional belief – change the masses (employees) requiring lots of resources and long timeframes. Tipping Point Leadership – just the opposite; shift strategy(ies) to low cost, focus on the people, actions and endeavors that disproportionately affects performance. Four hurdles to overcome by answering the following questions: 1. What factors or acts exercise a disproportionately positive influence on breaking the status quo? 2. On getting the maximum bang out of each buck of resources? 3. On motivating key players to aggressively move forward with change? 4. On knocking down political roadblocks that often trip up even though you have the best strategies?
MODELS con’t Blue Ocean Strategy Red Ocean Strategy Transformational Model (the What if) Take a unique approach and stand out from others Free from competition Able to capture a new demand Break the value-cost tradeoff Create unchallenged market space System embraces creating differentiation at a low cost Red Ocean Strategy Transactional Model Must compete in the current market Beat the competition Capture more market share Exploit current demand Make the value-cost tradeoff Slow and/or stagnant growth Source: W. Chan Kim and Renée Mauborgne
MODELS con’t Bradley Model
SUMMARY New changes require new thinking Old thinking will not work with new changes Hardwiring old methods into new ideas are not a formula for success Consider hiring of outsiders to bring new ideas to an organization Be open to new ideas from insiders and outsiders Identify informal leaders and provide support and encouragement Use other industry successes as benchmarks Hire calculated risk takers Balance behavioral with technical competencies Differentiate the variances between leaders and managers Conduct behavioral interviews – count the number of pronouns used Dream the dream Identify the end game Communicate, communicate – Absence of information promotes negativity Be ready for more change after this change happens
“The doctor of the future will give no medication, but will interest his patients in the care of the human frame, diet and in the cause and prevention of disease. ~ ” ― Thomas A. Edison Born February 11, 1847 Died October 18, 1931
3rd Quarter Webinars Transforming Patient Engagement through Family Centered Care Host: Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA Regional Chief Clinical Officer HealthTechS3 Date: July 14, 2017 Time: 12:00pm CT Register: http://bit.ly/2rvcxlR Caring for the Patient – Not the Technology Hosts: Faith M Jones, MSN, RN, NEA-BC & Brad Putnam, CrossTx, Director of Customer Success Date: July 20, 2017 Register: http://bit.ly/2sDtn1r Data Driven Approach to Medicare Wellness: Good for the Patient, Good for the Practice Host: Faith M Jones, MSN, RN, NEA-BC Date: August 17 Time: 12:00pm CT Register: http://bit.ly/2swmOht National Patient Safety Goals – Improving Hospital Safety and Quality – Part I Host: Carolyn St.Charles, RN, BSN, MBA, Regional Chief Clinical Officer HealthTechS3 Date: September 8, 2017 Register: http://bit.ly/2sDNQDp
3rd Quarter Webinars 8 Practical Approaches for Interim Leaders Host: Mike Lieb, Vice President - Interim Services HealthTechS3 Date: September 14, 2017 Time: 12:00pm CT Register: http://bit.ly/2sDrO3A The New Health Care Innovation Model: Is It All Hocum? Host: Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA Regional Chief Clinical Officer HealthTechS3 Date: September 22 Register: http://bit.ly/2sDNKvF Hiring Executives To Fit The Outcomes Needed – Moving Way Beyond The Title Host: Peter Goodspeed, Vice President of Executive Search HealthTechS3 Date: September 28, 2017 Time: 12:00pm CT Register: http://bit.ly/2rkJCfS
Thank you! Our Phone Email / Website Dallas Office Brentwood Office Main Office: 615.309.6053 Executive Placement: 972.265.4549 Email / Website Diane Bradley diane.bradley@healthtechs3.com Dallas Office 2745 North Dallas Parkway, Suite 100, Plano, TX 75093 Brentwood Office 5110 Maryland Way, Suite 200 Brentwood, TN 37027