Navigating Troubled Waters: Leading the Process of Change

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Copyright 2013, INTEGRATED Healthcare Strategies. All rights reserved.

NAVIGATING TROUBLED WATERS:LEADING THE PROCESS OF CHANGE

Iowa Hospital Association Annual MeetingOctober 7, 2014

Des Moines

Presented by:William F. Jessee, M.D., FACMPE, Chief Medical Officer & Senior

AdvisorINTEGRATED Healthcare Strategies

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INTEGRATED Healthcare Strategies: Who We Are

We provide a range of interconnected solutions–compensation, employee & physician engagement, labor, governance, physician services, and executive placement–that together help you align people, pay, and performance throughout your organization.

PHYSICIAN SERVICESMaximize performance and

physician affiliations

TOTAL COMPENSATION & REWARDSEnhance your organization’s success with complete compensation solutions

GOVERNANCE & LEADERSHIPGain confidence with the complexities of

healthcare governance

HR CONSULTINGEnhance the power of the people-

side of your business

MSA EXECUTIVE SEARCHConnect with the firm that specializes in

healthcare leadership placement

ENGAGEMENT & PATIENT SATISFACTION SURVEYS

Quantify and improve engagement to drive business performance

MERGER & ACQUISITION ADVISORYMaximize your operational and

financial performance

ONE Source,YOUR Solutions


A sampling of our clients...

http://www.scrippshealth.org/default.asp

http://www.ehealthconnection.com/regions/springfield



http://www.carilionclinic.org/Carilion/Home+Page

http://hartfordhealthcare.org/

http://www.oakwood.org/


WHAT MAKES AN EFFECTIVE LEADER?


Qualities of Leaders*

•Vision

•Sense of mission

•Ability to communicate the vision and mission

•Trust in others

•Mastery of self

•Ability to help motivate others*Elizabeth Jeffries, The Heart of Leadership, 1992


A Strong Leader is Like a Shepherd....

“He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

o Nelson Mandela

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LESSON 1

"Being responsible sometimes means pissing people off."

Good leadership involves responsibility to the welfare of the group, whichmeans that some people will get angry at your actions and decisions. It'sinevitable, if you're honorable. Trying to get everyone to like you is a signof mediocrity: you'll avoid the tough decisions, you'll avoid confronting thepeople who need to be confronted, and you'll avoid offering differentialrewards based on differential performance because some people mightget upset. Ironically, by procrastinating on the difficult choices, by tryingnot to get anyone mad, and by treating everyone equally "nicely" regardlessof their contributions, you'll simply ensure that the only people you'll windup angering are the most creative and productive people in the organization.

• General Colin Powell


Trust is essential to effective leadership

•Trust is a function of:• Reputation• Risk • Repetition• Reward

•Founded on truthfulness•Slowly earned, but can be quickly burned


Elements of Trust

Predictability: Trust means being able to predict what other people will do and what situations will occur. If we can surround ourselves with people we trust, then we can create a safe present and an even better future. Value Exchange: Trust means making an exchange with someone when you do not have full knowledge about them, their intent and the things they are offering to you. Delayed Reciprocity: Trust means giving something now with an expectation that it will be repaid, possibly in some unspecified way, at some unspecified time in the future. Exposed Vulnerabilities: Trust means enabling other people to take advantage of your vulnerabilities—but expecting that they will not do this.


Trust is...

The basis for:»Engagement»Commitment»Accountability»Focus

Patrick Lencioni


Some other thoughts on “Trust”

•Trust is grown rather than depleted by its use.

•Trust is a psychological state with the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another. A willingness to act on the basis of the words, actions, and decisions of others.

•Trust embraces an interdependence with others.

•Trust is a key element in conflict resolution; negotiation; enhanced cooperation; information sharing; and problem solving.


How to Lose Trust

1. Tell lies of commission2. Tell lies of omission3. Fail to Walk the Talk4. Fail to do what you say you are going to

do5. Fail to follow-up and follow-through6. Make random, haphazard unexpected

changes for no apparent reason7. Never act like you care8. Favoritism9. Publicly criticizing10.Not dealing with toxic behavior


Building Trust

1. Be authentic2. Perform competently3. Establish consistency and predictability4. Communicate accurately5. Share and delegate control6. Show concern for others7. Establish a common identity


Building Trust (cont.)

8. Create joint goals and joint projects9. Promote active and authentic listening10. Act immediately on trust

transgressions:• Take responsibility, apologize• Explain what happened• Be sincere• Fix the situation• Clarify expectations for the future


Some Leadership Principles

1. No whining2. Educate potential leaders on the business and service aspects of healthcare3. Set an example by your behavior4. Develop your and their leadership skills

o ListeningoReflecting what you heardo Stealing ideas shamelesslyo Persistenceo Flexibility


Leadership Principles

5. Be a change agento Identify and surface conflictsoResolve them constructivelyoContinuously improve


HOW to Lead

•Articulate your personal vision for your organization

•Create a mission that allows that vision to become a reality

•Communicate it to others and get them to buy in

•BE WILLING TO MODIFY YOUR MISSION AND VISION

•Empower others because…

•…that empowers YOU


HOW to Lead

•Be candid about yourself--strengths, weaknesses, balance, etc.

•Motivate by example...

•…not by command

•Be public with praise, recognition and reward…

•…and private with criticism or punishment


Some tools of leadership

•Reflective listening

•Conflict management– Differentiation– Integration


Conflict resolution styles

Autocratic Democratic

Laissez faire Pantisocratic

DifferentiationLow High

Integration

Low

High


Some tools of leadership

•Reflective listening

•Conflict management– Differentiation– Integration

•Nominal group decision-making


Peter Drucker

“The leaders who work most effectively, it seems to me, never say "I.“ And that's not because they have trained themselves not to say "I."

They don't think "I." They think "we"; they think "team."

They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.”


“Leadership is the art of accomplishing more than the

science of management says is possible”

– General Colin Powell


Contact Information

William F. Jessee, MD, FACMPE [email protected]

612-339-0919

BOSTON | DALLAS │ KANSAS CITY │ MINNEAPOLIS

www.INTEGRATEDHealthcareStrategies.com

Navigating Troubled Waters: Leading the Process of Change

Healthcare

Transcript of Navigating Troubled Waters: Leading the Process of Change