1. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

2. 2 “Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.” Our webinar will begin in a few minutes.

3. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

4. 4 Our webinar will begin in a few minutes. “Remember: The problem for most of us isn’t knowing what to do… it’s doing it.”

5. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

6. 6 Our webinar will begin in a few minutes. “The greatest attribute for any business leader is perseverance.”

7. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

8. 8 Our webinar will begin in a few minutes. “Excellence, like beauty, is in the eye of the beholder. If you’re serious about pursuing excellence, you must decide what excellence means for your organization.”

9. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

10. 10 Our webinar will begin in a few minutes. “It’s useful to think of excellence in two broad categories: Customer excellence and business excellence.”

11. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

12. 12 Our webinar will begin in a few minutes. “Satisfied customers drive business success – and business success enables investment to satisfy customers.”

13. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

14. 14 Our webinar will begin in a few minutes. “ Excellence is not a destination; it is a continuous journey that never ends.” Brian Tracy

15. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

16. 16 Our webinar will begin in a few minutes. “ We are what we repeatedly do. Excellence, then, is not an act but a habit.” Aristotle

17. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

18. 18 Our webinar will begin in a few minutes. “People go in the direction leadership is walking, not pointing.”

19. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

20. 20 Our webinar will begin in a few minutes. “Every job is a self-portrait of the person who does it. Autograph your work with excellence. “ Unknown

21. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

22. 22 Our webinar will begin in a few minutes. “Excellence is doing ordinary things extraordinarily well." John W. Gardner

23. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

24. 24 Our webinar will begin in a few minutes. “Discipline is the bridge between goals and accomplishments.” Jim Rohn

25. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

26. 26 Our webinar will begin in a few minutes. “Concentrate on solving the problem that makes all the other problems soluble.” Holman W. Jenkins, Jr.

27. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

28. 28 Our webinar will begin in a few minutes. “The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.” Michael E. Porter

29. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

30. 30 Our webinar will begin in a few minutes. “One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”

31. Performance Excellence In Healthcare: Connecting Strategy to Results! November 2, 2011

32. Your Presenter 32 Matt Lauth Senior Consultant American Healthcare Solutions Certified Business Coach

33. Performance Excellence in Healthcare 33 Performance excellence is the differentiator in today's marketplace. Learn how performance excellence in healthcare can transform your organization. Join us for a 60- minute complimentary webinar where you’ll learn: 1. What does performance excellence mean? 2. What is the relationship between strategy formation and performance excellence? 3. How does execution relate to and support performance excellence? 4. How will a systematic approach to strategy execution improve my organization? All attendees will receive the following: 1. Whitepaper "Five Secrets of High Performing Organizations" 2. Complimentary Business Health Assessment with Review and Discussion by a Certified Business Coach

34. 34 My Goals for Today Leaders – understand the steps and sequence of steps in developing a well-formed strategy Owners/Investors – to lower risk and increase return through a solid approach to strategic planning. Advisors – to understand the benefits of helping your organization/clients form better strategy by following a repeatable process.

35. Poll Questions 35

36. 36 Foundational Quotes: "We can't solve problems by using the same kind of thinking we used when we created them." Albert Einstein “Remember that every time you think the problem is out there, that very thought is the problem.” Stephen R. Covey, The 8 th Habit

37. Pick Your Business or Industry… 37 U.S. Postal Service U.S. Automotive Newspaper and Magazines Financial Services Housing & Construction Energy Manufacturing Health Care

38. Top Issues Facing Health Care 38 Most Important Issue Making the health care delivery system more effective and less costly. Most Difficult to Resolve Making the health care delivery system more effective and less costly. Source: The Estes Park Institute, Top Issues in Health Care 2012

39. 39 Source: The Estes Park Institute, Top Issues in Health Care 2012

40. Effective & Efficient 40 Effectiveness – doing the right things. Efficiency – doing things right Productiveness – doing the right things, right! Source: www.seedgen.com

41. Defining Performance Excellence 41 Consistently performing at a level higher than your competitors, higher than your peers and higher than the expectations of your customers.

42. Baldrige Criteria 42

43. Top Performing Hospitals 43 Baldrige hospitals (those that either received a site visit or the Baldrige Award at the national level) outperformed non-Baldrige hospitals on nearly all of the measures of performance used in the Thomson Reuters 100 Top Hospitals, including: Risk-adjusted mortality index Risk-adjusted complications index Patient safety index CMS core measures score Severity-adjusted average length of stay Adjusted operating profit margin Baldrige hospitals were six times more likely to be counted among the 100 Top Hospitals and were significantly more likely than peers to display faster five-year performance improvement. Source: www.nist.gov

44. Five Secrets 44 1.Strong leadership team 2.Ability to attract and retain quality people 3.Disciplined approach to building organization 4.Ability to strategically use technology 5.Wise use of trusted outside providers

45. Leadership Challenges 45 Alignment… “people aren’t on the same page” Engagement… “people don’t seem to care as much” Quality… “product and service levels are diminishing” Transition… “a desire to pass the torch successfully” Accountability… “things that should get done, don’t get done” Control… “Things ‘feel’ out of synch” Frustration… “we should be doing better” Direction… “focus in unclear, opportunities are overwhelming”

46. 46 Growth Limiters

47. 47 Organizational Balance

48. 48 Prevent/Close the Gap

49. Six Disciplines Process 49 Strategize PlanMeasure Manage Learn Organize © 2004-2007 Six Disciplines, LLC All Rights Reserved.

50. Six Disciplines Methodology 50 A.Renew Mission B.Renew Values C.Renew Strategic Position D.Renew Vision E.Define VFOs F.Agree What to Stop A.Define Measures B.Define Targets C.Define Initiatives D.Engage the Team A.Identify Misalignments B.Align Processes C.Align Policies D.Align Measures E.Align Technology F.Align People A.Define IPs Quarterly B. Review IPs Weekly C.Rate IPs Quarterly D.Prioritize Daily E.Monitor Measures A.Brainstorm B.100-Point Exercise C.Quick-ROI Analysis D.5-Step Problem Solving E.Champion Your Ideas F.Recognize Contribution A.Review Externals B.Review Internals C.Recap SWOT D.Review Individuals ANNUAL (4-8 hrs., 6 weeks before year end) ANNUAL (4-8 hrs., 5 weeks before year end) ON-GOING ANNUAL (4-8 hrs., 7 weeks before year end) QUARTERLY & WEEKLY ANNUAL (4-8 hrs., 4 weeks before year end)

51. Strategy to Execution 51 Where What How Who When

52. 52 Inputs to Strategy 1.Voice of the Customer 2.Voice of the Employee 3.Voices of Other Stakeholders 4.Assessment of Past Performance 5.Assessment of Your Market 6.Assessment of Your Competition 7.Assessment of Your Team (capabilities)

53. Elements of a Good Plan 53 1.Review of external realities facing the business. 2.Review of internal realities facing the business. 3.Statement of strengths, weaknesses, opportunities and threats (SWOT) 4.Renewal to the mission of the company. 5.Renew of the core values practices (culture). 6.Renewal of strategic position 7.Renewal of vision 8.Balanced scorecard (objectives & measures) 9.Statement of a stop list 10.Clarity of annual planning calendar

54. Strategic Execution: Connecting Plans to Action 54

55. Connecting Plans to Action 55 WHOHOW Senior Leadership Cross-Functional Teams Departments Individuals Planning Retreat Quarterly Workshop Initiative Workshop Measures Workshop Process Workshop Process Implementation IP Workshop Total Organization Engagement WHAT Mission/Values Strategic Position, Vision (10+) Long-Term Goals (3-5) (VFOs, Measures, Targets) Gradecards Initiatives (1 year) Deliverables Individual Plans (IPs)

56. Cascading Goals 56 Deliverables Tom’s IPMary’s IP VFOs, Measures, Targets Initiatives / Projects Deliverables Bill’s IP

58. Impact of Strategy Execution 58

59. 59 SOURCE: Hendricks, K.B. and Singhal, V.R. (1999). Outperforms 5 Years After US Research 600 WW Baldrige Based, 5 years Return on Investment

60. Key Take-Aways 60 1.Address the realities facing your organization. 2.Take a holistic approach to create passionate engagement. 3.Drive your economic engine - delight your customers. 4.Create a culture of empowerment and accountability - hold yourself and others accountable. 5.Expect better results.

61. Follow-up Reminders 61 1.Whitepaper - Five Secrets of High Performing Organizations 2.Complimentary Business Health Assessment and review 3.Short survey at the end of today’s webcast to get your feedback 4.One-on-one discussion

62. Thank You ! Matt Lauth mlauth@americanhs.com (419) 348-8046 Jackie Williams jwilliams@americanhs.com (724) 304-0467