Successfully Leading Change Presented by: Gayle Capozzalo, FACHE Executive Vice President of Strategy and System Development Yale New Haven Health System Chairman-Elect American College of Healthcare Executives (ACHE)

Presentation Overview ACHE 2011 Update Leadership for Healthcare Reform

ACHE 2011 Update

Mission, Vision and Values The vision of the American College of Healthcare Executives is to be the premier professional society for healthcare executives dedicated to improving healthcare delivery. The mission of the American College of Healthcare Executives is to advance our members and healthcare management excellence. The values are integrity, lifelong learning, leadership and diversity.

A Brief Look at ACHE Serves more than 40,000 healthcare executives International professional society Established network of more than 80 chapters 2011 Revised Strategic Plan Prestigious FACHE® credential

Leadership for Healthcare Reform …Successfully Leading Change

What is Unique about Healthcare Leadership? Values-based, mission-driven industry Breadth of “customers” Demand and supply dynamics for critical talent requires that leaders create climates that attract and retain top talent in a highly competitive market Complexity and mix of independent constituencies requires higher levels of influence and consensus-building than most leadership roles The “end consumer” for health is ultimately all people, everywhere. Although the trend may be toward specialty delivery organizations, the range of humanity is still the “customer” Health is a mission-driven industry. We found that the top performing organizations – be it a hospital, a pharmaceutical company, a biotech start-up, an insurance company – have at the core of their strategies making people more healthy. These organization recognize that health is about serving people at their most vulnerable and when they are in crisis “Social sectors have one compelling advantage over business: a desperate craving for meaning in our lives. Parity of has the power to ignite passion and commitment.”

The Perfect Storm Coordination of Care Reduction in Money Transparency of Safety and Quality Outcomes Increase in demand for severe by more diverse patients

The Triple Aim Better Health Better Lower Cost Care Source: Institute for Healthcare Improvement

The Triple Aim What It Will Take New Assumptions New Care Models New Business Models A Commitment to Equity and Diversity New Assumptions New Leadership New Assumptions Health care systems can be sustained with modest annual cost increases There is enough capacity in the system to provide equitable, high-quality care to all Solutions to national problems will be designed and implemented at the local level Source: Institute for Healthcare Improvement

Leadership Competencies Optimize the health of the public through leadership and organizational excellence Iterative Cycle Evidenced Based Leadership Development Improved Leadership Improved Organizational Performance Improved Health Status Source: National Center for Healthcare Leadership

Collaborative Leadership Command & Control Hierarchy Decisions at Top Financial Accountability Status Quo Consensus Matrix and Small Groups Everyone has Equal Authority Many Performance Indicators Slow Innovation Collaboration Organizational-wide Networks Directed Decision-Making by Collaborative Leaders Achieve Shared Goals Creativity and Innovation

Collaborative Leadership Competencies “The leader of the past knows how to tell. The collaborative leader of the future knows how to ask.” Focus on 20 habits that can hold you back Emphasis on communication and listening Prescription for how to change your behavior Source: National Center for Healthcare Leadership

Listening The Exercise To Do’s: Focus Don’t judge: Thank you Is it worth it? A Glaring Paradox The skill that separates the Near Great from the Great

Collaborative Leadership Competencies Flexibility of focus Embracing complexity

Collaborative Leadership Competencies Be a multiplier… A genius maker A talent magnet A liberator A challenger A debate-maker An investor

Leadership Focus in the New Era Putting the patient first Unleashing innovation Managing talent

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Questions…. Presented by: Gayle Capozzalo, FACHE Executive Vice President of Strategy and System Development Yale New Haven Health System Chairman-Elect American College of Healthcare Executives (ACHE)