1. Closing the Knowing-Doing Gap
Craig Deao, MHA Managing Director, National Speaker, Author
@cdeao

2. Every system is perfectly designed to get the results it gets
Every system is perfectly designed to get the results it gets. – Paul Batalden

3. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. – Charles Darwin

4. Own your future, or be disrupted by it.

5. Leaders are not aligned on the future
If your organization continues to perform exactly as it does today (with the same processes, cost structure, efficiencies, patient care volume, productivity, techniques) your results over the next five years will be:
Worse or Much Worse
Same, Better or Much Better
Executive Team
80%
20%
Directors
67%
33%
Managers/Supervisors
61%
39%
Source: Straight A Leadership Aggregated Data. Database of 71,565 leader responses from >1,000 healthcare organizations, collected Studer Group

6. Commitment is critical, but not differentiating
83% are committed to excellence, yet 9% of hospitals are 5-star
Commitment is critical, but not differentiating
Source: Organizational Behaviors that Lead to Success. 400 healthcare CEOs and COOs from 361 organizations in 47 states. Studer Group

7. The Healthcare Flywheel®

8. Why organizational change does not sustain . . .
Too many new behaviors introduced at once – need of sequenced approach
No process in place to re-recruit the high and middle performers and address low performers
Inability to spread & standardize best practices
Failure to have leaders “always” do desired behaviors
Dots are not connected consistently to purpose, worthwhile work and making a difference
Do not achieve critical mass
Absence of an objective accountability system
Leaders do not have the training to be successful
Source: Organizational Change Processes In High Performing Organizations: In-Depth Case Studies with Health Care Facilities. Alliance for Healthcare Research

9. New Competencies Are Needed
Next-level performance improvement
Doing things better
Eliminating unwarranted variation
Innovation
Doing different things
Intelligent risk taking
Engagement & Accountability
Getting people to do the right things

10. The Engagement Model Walk the Talk Senior Leaders:
Mission, Vision, Values and Standards
Compensation and benefits
Supervisors:
Communication
Setting expectations
Giving feedback
Development
Positivity and personal connection
Walk the Talk
Deao, Craig. "The E Factor: How Engaged Patients, Clinicians, Leaders and Employees Will Transform Healthcare." Studer Group. (2017)

11. Do the Words Hang on Your Walls?

12. Or Walk Through Your Halls?

13. People will do what they see you do, not what you say to do.

14. www.studergroup.com © 2013 Studer Group

15. www.studergroup.com © 2013 Studer Group

16. Everyone thinks of changing the world, but no one thinks of changing himself. – Leo Tolstoy

17. Let’s Continue the Conversation
@cdeao