1. Workforce Development and Achieving Organizational Effectiveness DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS. Reggie Butler CEO and Founder, Performance Paradigm

2. 2 Learning Objectives Change management strategies that work in the healthcare environment Importance of training and communications to help bridge gaps and healthcare transformation Coaching framework that will accelerate employee engagement and behavior change Develop a deeper understanding of how trust is the key factor in workforce development, retention and change management execution.

3. Change Management

4. Success Barometer Why are we changing? Why now versus later? What’s going to be different? Why is the new way better? How and when will it be measured?

5. Big Changes Electronic Medical Record Adoption Model (EMRAM) Healthcare cost escalation Consumers expecting greater value Expectations of nurses to assume leadership responsibilities and lead change –Different educational requirements –Different skills required around talent development, change management, and business operations

6. Behavioral Transformation Knowledge and Skills Intention and Motivation Behavioral Evolution

7. Fixed Mindset Believe basic qualities like intelligence are fixed traits Spend time documenting traits instead of developing them Believe talent alone creates success without effort Believe abilities can be developed through hard work Possess a love of learning and feedback Believe resilience is essential for accomplishment Growth Mindse t Stanford University Carol Dweck

8. Training and Communication

9. Current State New Structure Strategy – Structure – Culture Alignment Desired State Tension Lag Old Strategy Old Structure Old Culture and Behaviors New Strategy New Culture and Behaviors Essential Behaviors Old Strategy Old Structure Old Culture and Behaviors New Strategy New Structure New Culture and Behaviors Key Work Streams Strategy to Behaviors Communications Campaign Implementation Coaching and Recognition Program Change & Communications Campaign

10. Communication Bias

11. REDCREDC CEREBRAL MODE YELLOWDYELLOWD BLUEABLUEA LIMBIC MODE Thinking Processes GREENBGREENB LOGICAL ANALYTICAL FACT BASED QUANTITATIVE (UPPER LEFT) HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING (UPPER RIGHT) (LOWER LEFT) SEQUENTIAL ORGANIZED DETAILED PLANNED (LOWER RIGHT) INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL RIGHT MODE LEFT MODE Thinking Processes Adapted from the Ned Herrmann Whole Brain Model The Whole Brain

12. Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation How the Brain Communicates

13. Speaks in phrases Stops in mid sentence, thinking others obviously know Very abstract in speaking –– uses metaphors and musical words Asks questions that lead to other questions: Why? How the Brain Communicates

14. Speaks in complete sentences and paragraphs Processes sequentially Very concrete in speaking Asks questions that have answers: Who? When? How? What? Where? © 1992-98 Ned Herrmann Group How the Brain Communicates

15. Face is animated – eyes flash, etc. Uses extensive nonverbal gestures Uses stories to illustrate points Talks out loud or to self to learn How the Brain Communicates

16. 16 Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation Speaks in complete sentences and paragraphs Processes sequentially Very concrete in speaking Asks questions that have answers: Who? When? How? What? Where? Face is animated – eyes flash, etc. Uses extensive nonverbal gestures Uses stories to illustrate points Talks out loud or to self to learn Speaks in phrases Stops in mid sentence, thinking others obviously know Very abstract in speaking –– uses metaphors and musical words Asks questions that lead to other questions: Why? How the Brain Communicates © 1992-98 Ned Herrmann Group

17. “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes Differing Approaches

18. “CHALLENGE THE STATUS QUO” Strategizing & visualizing the future Risk-taking & experimenting Combining & connecting concepts Brainstorming new ideas & solutions “Big picture” perspective Differing Approaches

19. “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order and in control “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order and in control Differing Approaches

20. “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings Differing Approaches

21. 21 “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order & in control “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings “CHALLENGE THE STATUS QUO” Strategizing & visualizing the future Risk-taking & experimenting Combining & connecting concepts Brainstorming new ideas & solutions “Big picture” perspective Differing Approaches © 1992-98 Ned Herrmann Group

22. Coaching

23. Basic Coaching Models CollaboratorEnthusiast MentorInstructor Task Behavior Relationship Behavior

24. 24 Leadership Paradigms

25. Self Reference Criterion What is Perception?

26. Self Reference Criterion

27. Motivation Matters What motivates your team? What inspires individuals to want to achieve more and see the change? How do you raise the bar on expectations? Do you know what matters most?

28. Trust Based Relationships

29. Connectivity Paradigm Trusting relationships are built over time and require consistent and deliberate effort. Shared Experiences Shared Values Shared Accountability

30. Power and Authority

31. 31 What blind spots do you have? OPEN HIDDEN UNKNOWN BLIND SPOT Known Unknown Tell Ask Known Unknown …to OTHERS …to SELF

32. 32 Relevancy Paradigm

33. Tomorrow…..what will you do that matters?

34. Thank you! Reggie Butler CEO and Founder Performance Paradigm