1. 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)

2. Presentation Overview
ACHE 2011 Update
Leadership for
Healthcare Reform

3. ACHE 2011 Update

4. 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.

5. 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

6. Leadership for Healthcare Reform …Successfully Leading Change

7. 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.”

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

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

10. 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

11. 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

12. 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

13. 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

14. 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

15. Collaborative Leadership Competencies
Flexibility of focus
Embracing complexity

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

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

18. My Latest Book Picks

19. 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)