Summit - the highest level or degree attainable

Library of Individual Learning Plans

360 observations opportunities patterns weaknesses strengths Learning Plan Quick Start Plan

Awareness ≠ Growth Growth = Deliberate New Knowledge New Skills New Perspective New ‘Start-ups’

7 Disciplines to Create a “New Normal”

A ‘New Normal’?

Personal commitment to growth & change Discipline #1

‘Professional Discontent’ Commitment to Growth & Change

FOR RELEASE: April 13, 2005 Viewing yourself as others do can help nudge you toward personal goals From your 360… –Variation between rating groups –Comments –An ‘ignored’ challenge in current job –Connection between current performance outcomes and a dimension

Lunch with Jim Skogsbergh 3 weeks in the Caribbean 20 loads of Laundry Your competition gains in market share Decreased Morale Improved Patient Experience Commitment to Growth & Change -- Gain or Loss?

Leadership knowledge, behaviors, skills that ‘used to work’ and no longer do Commitment to Growth & Change

 What grabbed your attention….where do you have energy and personal commitment to grow and change? Why? T able T alk 5 minutes  Debrief in pairs.

Identify Specific Goals Discipline #2

360 Quick Start Plan observations opportunities patterns weaknesses strengths Learning Plan Competency #1Competency #2 Goals

BeforeAfter Competency: Making a Fashion Statement

Drive for Results

Articulated goals for finance only and push it with my managers Hit financial goals, not use of agency Miss the mark in patient satisfaction year after year Most of daily activity not linked to results Assess direct reports on how hard they work Focus = achieving results in 5 areas: $$  Patient satisfaction  Associate satisfaction  Growth  Clinical Targets set and achieved Staff focused on results Direct reports assessed on results Before After Drive for Results

Why I’m like this…Probable causes: Not focused…too many priorities Difficulty staying committed – especially when I’ve tried unsuccessfully My Goals (Drive for Results): Set and make known clear goals for year Change my work routines to work on priority items Follow-through in holding direct reports accountable for behaviors, tasks that contribute to our overall results

One of the Lowest Rated Competencies for Summit Leaders Confronting Direct Reports

No department standards Inconsistent in giving difficult feedback Avoid potential conflict Unresolved team issues Long-term problematic employees Give people too many chances Associates rated on behavioral and performance standards Constructive feedback: when I see it, will say it Team issues promptly addressed Difficult feedback given without damaging the relationship An environment of associates giving feedback BeforeAfter

Why I’m like this…Probable causes: I believe conflict is negative. Fear of losing staff Want people to like me; avoid the ‘heat’ My Goals (Confronting Direct Reports): Create and communicate standards Address problematic employees Provide more regular performance feedback

T able T alk 8 minutes 6 minutes  Write out your ‘before & after.’  Identify 2-3 goals.  In what high impact situations will you experiment new behaviors or knowledge?  Debrief in pairs.

Target ‘High Impact’ Situations Discipline #3 experiment practice feedback

Confronting Direct Reports GOALS Create and communicate standards Address problematic employees Provide on-going performance feedback HIGH-IMPACT SITUATIONS Deliberate ‘line in the sand’ performance conversations Team meetings Performance Reviews Daily rounding of associates – recognition and feedback

Public Commitment to Action Discipline #4

Why Public Commitment? Not about … Getting “ emotionally undressed ” in front of others Is about … Making “ it stick ” Enrolling others to support you Validating the message and the messenger A learning curve

T able T alk 5 minutes  Who needs to know of your commitment?  Create talking points to share your goals.  In pairs:  Practice  Provide feedback

Select Meaningful Development Opportunities Discipline #5

What is ‘meaningful?’ ≠ activity > courses > articles Expand scope of situations in which you are a leader High return A stretch Out of your ‘comfort zone’

Types of Development Opportunities 1. On-the-job experiences 2. Off the Job experiences 3. Learning from others 4. Self-directed learning: coursework, readings 70%

Experiential Learning Drive for Results Lead site team on how to hardwire’ accountability for results in performance management process Be mentored by a leader who has lead a ‘turn-around’ Business Acumen Interim management in an area you don’t have knowledge about Confronting Direct Reports Manage team turnaround in another area Strategic Agility Participate in exec team strategic planning sessions

Give yourself… Permission to experiment Permission to fail Permission to ‘find your way’

 What experiences will you pursue to reach your learning goals? 10 minutes

Create Accountability & Track Your Progress Discipline #6

What is ‘Accountability?’ Something everyone has Something you want to strive to build & enhance About being responsible for your achieving goals Intrinsic motivation Accountability is NOT about punishment!

How the System Will Support Your Accountability Discuss and give a copy of your learning plan to your manager Send your learning plan to your HR VP – will share highlights with exec team Quarterly on-line surveys to you and your manager re: progress

Possible accountabilities ‘looks like’ Dates for learning tasks and activities Articulated desired learnings A pre-determined measure of growth Scheduled checkpoints for feedback The habit of writing things down (journaling)

5 minutes  What methods will you use to ‘hardwire’ accountability?  How will you measure & track your progress? T able T alk 6 minutes  Debrief in pairs.

Engage in On-going Reflection Discipline #7

Putting It Together: The Plan 10 minutes

The ‘New Normal’ – at the top of your Summit