1. Developing Our Leaders – Creating a Foundation for Success

2. Building Leadership Capability
UMHS Strategic Plan
Future Leadership Requirements
interventions
to fill the gaps
Current
Leadership
Capabilities
Identify
Assess
Interventions to fill the
Gaps
Design
Design
The on-going cycle of assessing leadership capabilities and identifying future requirements is based on our business strategy and using our systems and processes to fill the gaps.
Systems and processes include such things as Behavioral Based Interviewing with questions based on assessing the candidate’s ability in selected competencies (such as Coaching, Problem Solving, Aligning Culture, etc.).
Other processes include Performance Management, where competencies are associated with specific tasks/activities/goals that the leader must accomplish during the year, and an Individual Performance Plan is created to help the leader develop competence in areas that are gaps, or strengths to be maintained, or would lead to a new position.

3. UMHS Leadership Development
Talent Building
Succession
Planning
Faculty/Staff
Development
Performance
Management
Leadership Philosophy
& Strategic Goal
Alignment
Leadership Competencies
Compensation and Rewards
The systems and processes which are used to fill the gaps.
Case for Change:
Are your decisions about talent made with
the same rigor, logic and strategic
connections as your decisions about
money, technology and services?
Goal:
To create a leadership competency model which
will be applicable across all the components of our mission,
will resonate with all administrative and faculty leadership groups within UMHS, and
is aligned with the UMHS Strategic Goals.

4. UMHS Leadership Development
Talent Building – Interview and hire leaders based on demonstration of the competencies
Performance Management – Identify competencies to enhance current and future performance, and align behaviors with outcomes
Development – Provide training, coaching, work assignments to learn or expand skills
Succession Planning – Identify competencies required for success and match with talent pool

5. Competency - Definition
A characteristic and measurable pattern of knowledge, skill and ability, demonstrated through behaviors, which underlies and drives exceptional performance.
When we define competency, we are going to
using the Linkage definition since their work
revolves around their definition. Here you can
see it is a combination of knowledge, skill and
ability which is demonstrated through specific
behaviors. The focus is on those behaviors
which result in Superior performance – always
goal.
There are certainly other ways to define a
competence, however we will be using this
definition so that everyone is on the same
page.

6. Primary Goal To establish leadership competencies which
will be applicable across all the components of our mission,
will resonate with all administrative and faculty leadership groups within UMHS, and
are aligned with the UMHS Strategic Goals.
This leads to our primary goal for the Model.

7. Mark Hannum - Consultant
Leadership Development -
Organi-
zational Change
Human Resource Systems
Linkage Professional Services
A single slide to give some background and information on Linkage.
We have a history with Linkage – GILD, etc.
Their primary business is Leadership Development.
They allow for customization of their products.
They are tuned into Lean thinking and principles.

8. Focus Groups Web Survey Interviews
Focus Groups with stratified cross-section of leaders
March 27th, 28th; April 19th, 30th
100 leaders participated, 4 Faculty
Interviews
Began March 16th
90 interviews
57 (62.6%) Faculty
Web Based Survey
Sent to 5,000 staff with over 2,000 responses
Responses proportionate to our faculty/staff
21% faculty
78% female

9. Definition of Leadership
Leadership at UMHS is the ability to achieve exceptional results by transforming the organization and developing people to create the future.
Vision: To Create the Future of Healthcare Through Discovery

10. Guiding Principles of Leadership
Leaders build consensus on and communicate clear, institutionally-aligned and challenging direction.
Leaders recruit, develop, mentor and engage teams of collaborative, talented people.
Leaders include and respect all individuals and groups.
Leaders encourage intelligent risk taking

11. Guiding Principles, cont.
Leaders encourage thoughtful experiments in everyday work to foster innovative and creative initiatives.
Leaders go see to gain first-hand knowledge of their organization’s processes and problems.
Leaders ask ‘why’ to learn more about causes of problems in order to mentor others’ problem solving.

12. Guiding Principles, cont.
Leaders understand that the health and safety of our patients, faculty, staff and students are the heart of our work.
Leaders demonstrate the highest level of integrity and ethics in all they do and say.
Leaders understand market and industry trends, championing business initiatives and relationships to remain market competitive.

13. Creating the Future of Health Care Through Discovery
VALUES
MISSION
Creates Value for Those We Serve
Visions and Innovates
Leads Change
MISSION
Creates Value for the Diverse Communities We Serve
Creates a Shared Vision
Leads Innovation & Change
PEOPLE
Fosters & Promotes Diverse Teams
Collaborates & Builds Inclusive Relationships
Coaches & Develops Others
VALUES
EXECUTION
Achieves Result
Solves Problems
Aligns Culture
SELF
Adapts
Acts with Courage & Confidence
Communicates
EXECUTION
Achieves Results
Solves Problems
Aligns Culture

14. Mission Domain
UMHS leaders demonstrate institutional responsibility placing UMHS goals as primary. They speak openly and with conviction about their guiding vision and values. They put those whom they serve (patients, families, staff, faculty, learners, etc.) first, leading change to promote equity and inclusion for all.

15. Mission Creates Value for the Diverse Communities We Serve
Creates a Shared Vision
Leads Innovation & Change

16. People Domain
UMHS leaders recruit, select, train, develop, and manage people. They engage people to evoke excellence in all they do. They encourage people to practice healthy behaviors. Leaders build leaders. Leaders build teams with common goals and interdependence.

17. People Fosters & Promotes Diverse Teams Coaches and Develops Others
Collaborates and Builds Inclusive Relationships
Coaches and Develops Others

18. Execution Domain
UMHS leaders are strong in achievement and practice what they teach. They go and see to grasp the situation or problems. They plan experiments to achieve results based on root causes. They check and adjust regularly.

19. Execution
Achieves Results
Solves Problems
Aligns Culture

20. Self Domain
UMHS leaders are emotionally intelligent and practice self-reflection. They are aware of their guiding values, and their biases. They assume they do not know the best course of action. They can break down a complex situation into manageable chunks. Leaders model healthy behaviors.

21. Self
Adapts
Acts with Courage and Confidence
Communicates

22. Professional Development Planning Tools
Individual Development Plan
Leadership Development programs
360° Feedback Process
Performance Planning Process
Interviewing Guides

23. 360º Assessment & Feedback
Linkage to customize 360º assessment tool in Fall 2013
Identify leaders for phased implementation in FY2014
Identify and train HR Consultants as Feedback Facilitators by end of 1Q2014
Establish schedule for FY2014
Use new instrument in Linkage Leadership Institute by Spring 2014

24. What Do I Do? Familiarize yourself with the Model
Assess yourself in each of the Competencies
Review your Performance Plan
Align Competencies with your KARs
Complete your Development Plan
Discuss with your supervisor and trusted advisor(s)
Implement an agreed upon plan
Help your leader direct reports complete their Development Plans

25. Resources HR Website/Confluence
Leadership Performance Plan & Evaluation
Leadership Development Plan
Job Responsibilities (KARs) by level of supervision - Generic
Sample activities and behaviors by Competency
Leadership Competency Toolkit
Behavioral Based Interview Guide

26. Questions???