Cleveland Clinic: Developing Our Cleveland Clinic: Developing Our Leadership PipelineLeadership Pipeline

Cleveland Clinic: Developing Our Cleveland Clinic: Developing Our Leadership PipelineLeadership Pipeline

OPSA Staff Leadership RotationOPSA Staff Leadership Rotation

January 2012January 2012Caryl A. Hess, PhD, MBACaryl A. Hess, PhD, MBA

AgendaAgendaAgendaAgenda

• Welcome & IntroductionsWelcome & Introductions- Name, Institute, Department, SpecialtyName, Institute, Department, Specialty

- Hobby, Interest or “Story” to shareHobby, Interest or “Story” to share

- Describe your leadership styleDescribe your leadership style

• How are Clinic Leaders Developed?How are Clinic Leaders Developed?

• Why Staff Leadership Rotation?Why Staff Leadership Rotation?

• Why the Focus on a Leadership Plan?Why the Focus on a Leadership Plan?

HOW ARE LEADERS DEVELOPED?HOW ARE LEADERS DEVELOPED?HOW ARE LEADERS DEVELOPED?HOW ARE LEADERS DEVELOPED?

Three institutional resources for your leadership Three institutional resources for your leadership development:development:

1.1. Education Institute – Jamie StollerEducation Institute – Jamie Stoller

2.2. Office of Professional Staff Affairs – Bud Office of Professional Staff Affairs – Bud IsaacsonIsaacson

3.3. Cleveland Clinic Academy – Caryl HessCleveland Clinic Academy – Caryl Hess

4.4. Other Institute/Department program that we Other Institute/Department program that we should be aware of?should be aware of?

COMPETENCIES*COMPETENCIES*COMPETENCIES*COMPETENCIES*Physician Leadership Competencies: Research-Based at Cleveland Clinic

1. Professionalism - (Bud will discuss)

2. Emotional Intelligence – Self-awareness; Self-management; Social awareness; Relationship management

3. Change management – readiness, models, avidity

4. Communication – active listening, conflict resolution and giving feedback

5. Commitment to lifelong learning – open to new ideas and practices

6. Deliver observable results – actively plan, discuss and implement

7. Finance, marketing and IT

8. Regulatory environment – JCAHO, CMS,…and quality resources

9. Recruiting and hiring – Aware of resources, legal and sensitivity to diversity

10. Process assessment and management – Knowledge of resources and strategies

11. Philanthropy and development – Skills to solicit and cultivate donors

12. Medicalegal issues – Aware of legal issues and policies (contracts, malpractice,….)

13. Managing physicians – Mentor and coach others

14. Clinic awareness – Leadership structures, cultural climate, opportunities, privileges

* A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees.

EMOTIONAL COMPETENCE EMOTIONAL COMPETENCE IMVENTORYIMVENTORY

EMOTIONAL COMPETENCE EMOTIONAL COMPETENCE IMVENTORYIMVENTORY

The Emotional Competence Inventory (ECI) is a scientifically-validated and reliable 360 tool that assesses your emotional intelligence.

The ECI will give critical awareness on how people you interact with on a daily basis perceive you, both in how you manage yourself and how you manage your relationships.

“Emotional intelligence is more than 85% of what sets star performers apart.” - Daniel Goleman, Working with Emotional Intelligence

"We are being judged by a new yardstick: not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other." - Daniel Goleman, Working with Emotional Intelligence

Emotional intelligence is a learned capacity based on emotional competencies that result in outstanding performance at work. For superior performance in jobs of all kinds, emotional intelligence matters twice as much as IQ and technical skill combined. - Boyatzis & McKee, Resonant Leadership

ECI (continued)ECI (continued)ECI (continued)ECI (continued)

EI & Self-AwarenessEI & Self-AwarenessEI & Self-AwarenessEI & Self-Awareness

““Philosophical Orientation Questionnaire” (Boyatzis & Philosophical Orientation Questionnaire” (Boyatzis & McKee, McKee, Resonant LeadershipResonant Leadership, 2005) , 2005)

•Our values do not always explain our actions or how Our values do not always explain our actions or how we operate as leaders. we operate as leaders. ExampleExample: Family: Family•Boyatzis and McKee developed this questionnaire to Boyatzis and McKee developed this questionnaire to provide quick insights into your operating philosophies.provide quick insights into your operating philosophies.•An “An “operating philosophyoperating philosophy” is a set of values that forms ” is a set of values that forms our way of perceiving and behaving.our way of perceiving and behaving.•Since values impact emotional intelligence, this activity Since values impact emotional intelligence, this activity provides insight into your EI.provides insight into your EI.

WHY STAFF LEADERSHIP ROTATION?WHY STAFF LEADERSHIP ROTATION?WHY STAFF LEADERSHIP ROTATION?WHY STAFF LEADERSHIP ROTATION?

This course fills This course fills a gap…a gap…

StaffMentorship

StaffLeadership

Rotation

Leading inHealth Care

Cleveland ClinicAcademy

Professional Development

Lead

ersh

ip D

evel

opm

ent

Managem

ent Developm

ent

…and build a leadership pipeline.

WHY THE FOCUS ON A PLAN?WHY THE FOCUS ON A PLAN?WHY THE FOCUS ON A PLAN?WHY THE FOCUS ON A PLAN?

In the resort town of Skagen, Denmark, you can watch an amazing natural phenomenon where the Baltic and North Sea meets. 

Leadership Competencies

Emotional Intelligence

“Learned capacities of competence, awareness and action that result in outstanding performance.”

“A set of defined behaviors that provide a structured guide.”

YOUR PLANYOUR PLANYOUR PLANYOUR PLAN

• Many “plans,” but common elementsMany “plans,” but common elements• Critical component – Leadership VisionCritical component – Leadership Vision• Elements of a Leadership Vision Statement: Elements of a Leadership Vision Statement:

Short, inspiring and futuristicShort, inspiring and futuristic• ActivityActivity

- Take 3 minutes to writeTake 3 minutes to write- Take 5 minutes to share and provide feedback Take 5 minutes to share and provide feedback

by answering the question – by answering the question – Were you inspired Were you inspired to follow?to follow?

- DiscussionDiscussion

1. Short2. Inspiring3. Futuristic