High-Performance Leadership Culture

Transcript High-Performance Leadership Culture

Building a Culture of Leadership

Creating and Sustaining a High-Performance Leadership Culture

Some Practical Perspectives from SOMC Leaders

1,2,3

Kendall L. Stewart, MD, MBA, DLFAPA

Six Disciplines Client Summit 2013 1 Any person who aims to speak about leadership must approach that task with fear and trembling.

2 I will speak about leadership at SOMC, where I have more than 30 years experience.

3 I hope my limited perspectives will be thought-provoking.

Why is this important?

       Every leader says she wants to create and sustain a culture of excellence in her organization.

But only a minority of organizational leaders are willing to pay the price.

Complacency, impatience and a natural resistance to change are hard to overcome.

1 Success is a huge barrier.

For those who are serious and willing to pay the price, here are some practical strategies that will work.

The work is incredibly hard, almost entirely thankless and never done.

But we signed up for it.

 After listening to this presentation, you will be able to answer the following questions:  Why is leadership excellence such a challenge?

 What common leadership flaws limit leadership effectiveness?

 Why is physician leadership such a challenge in health care?

 What are some of our expectations for SOMC leaders?

 How are we sustaining our culture of leadership excellence?

 What are our results?

1 Persuading leaders to do what it takes is harder than teaching a man to be romantic.

Why is leadership excellence such a challenge?

         There is no formula for producing successful leaders.

Every leader is flawed; the biggest flaw is that the leader doesn’t see it.

There are all kinds of “successful” leaders including negative, disruptive and evil leaders.

And there is a leadership Bell Curve too.

There are those who want to lead and can’t, and those who could but won’t.

There is the inevitable leader turnover.

Leaders first try what worked in their last job; when they figure out that approach is wrong, they master new skills then move to the next level and repeat the same mistakes.

1,2 Leaders are always part of the solution and part of the problem.

And this is the short list.

Six Disciplines Client Summit 2013 1 Your first day as a new leader is terrifying—unless you are completely stupid.

2 On my first day as a read doctor, I took over a service of 30 crazy people.

What common leader flaws limit leadership effectiveness?

                 The fearful leader The thin-skinned leader 1 The perfectionist leader The selfish leader The entitled leader The angry leader The lazy leader The naïve leader The avoidant leader The unrealistic leader The complacent leader The leader who keeps secrets The leader who needs to please 2 The leader who tells people what they want to hear The resistant leader The coasting leader The procrastinating leader               The inflexible leader The leader who does not walk the talk The risk-adverse leader The always-late leader The blaming leader The excuse-making leader The passive-aggressive leader The abrasive leader The abusive leader The clueless leader The gossiping leader The emotional leader The impulsive leader The unprepared leader

1 Exceptional leaders expect and thrive on opposition; this is why salespeople usually make such poor leaders and Board members.

2 The widespread notion that if anyone is unhappy the leader is to blame is particularly pernicious.

Why is physician leadership

1,2,3

challenge in health care?

such a

     Our health care system is physician-centric; physicians are highly influential leaders —ready or not.

We trained in a feudal system; we expect to be feudal lords and ladies of our own fiefdoms within a few years of finishing our training.

Physicians want leadership titles and more money, but we rarely want to actually lead.

We believe leadership is easy; we just show up and tell people what to do.

And we have one prescription for everything; just do whatever it takes to make physicians happy.

Six Disciplines Client Summit 2013 1 Physician leaders are often elected by their peer for one-year terms; their job is to carry complaints to administration.

2 Most hospitals have physicians they employ, physicians employed by their competitors and independent physicians.

3 Few physician leaders identify with administration or embrace any significant organizational perspective.

What are some of our expectations for SOMC leaders?

     We expect leaders to focus on results.

We expect leaders to be respectful team players.

We expect leaders to lead by example.

1,2,3 We expect leaders to hold themselves and others accountable.

We expect leaders to talk to people instead of about them.

     We expect leaders to manage their emotional arousal appropriately.

We expect leaders to have servant hearts.

We expect leaders to grow thick skins.

We expect leaders to field the best-available teams.

We expect leaders to embrace (energizing) discomfort.

1 “This is Physician Leadership Rounds, not Physician Blaming Rounds.” 2 “Every problem in here is your problem” 3 “Anger is a leadership flaw; angry behavior is a leadership failure.”

What are SOMC’s top ten leadership strategies?

          Focus on results .

Become a process improvement Manage yourself first.

expert.

Field the best-possible team .

Remind yourself that most of the work in the world is done by average people .

Extrude net-negative people .

Embrace discomfort .

Learn to manage crises while striving to prevent them.

Think, innovate and act.

Lead physicians effectively.

Six Disciplines Client Summit 2013 1 Twice each year, the executives meet with all new leaders to go over these principles and to explain WHY and HOW.

How are we sustaining our culture of leadership excellence?

       Leadership Rounds Leadership Council Leadership Development Institute Leadership Teams BookNotes Leadership Blog Innovations Group      Physician Leadership Rounds Physician Leadership Council Physician Leadership Institute Physician Executive Fellowship Administrative Partnerships

What are our results?

Patient-Centered Perfection is the Goal

100%

89,9%

80%

94,4% 79,1% 93,3% 79,1% 87,2%

60% 40% 20% 0% Safety

Safety

 Quality

Quality

 Service

Service

 Relationship Performance Overall YTD

Relationships



Performance

What do our patients think

leadership culture?

about our

1 I recently learned how quickly our patients expect us to respond from Amazon.

What do our employees think about our leadership culture?

100 80 60 40 20 0 2009 2010 2011 SOMC Percentile Rank Performance 2012

What do our leaders think about our leadership culture?

100 80 60 40 20 0 2009 2010 2011 SOMC Percentile Rank Performance 2012

1 In our 2012 survey, a number of SOMC leaders made negative comments about our recent decisions not to hire tobacco users.

What do our physicians think about our leadership culture?

1,2

Medical Records Laboratory Services Nursing Care Surgical Services Patient Safety Emergency Services Administration Hospitalist Services Anesthesia Services Place to Practice Quality of Care Radiology Services Pathology Services 0,0 20,0 40,0 60,0 77,2 75,3 80,0 99,4 98,5 97,2 89,5 89,0 87,7 87,6 96,2 95,2 94,8 91,6 100,0

1 ”Excellent” Percentile Rankings 2 Professional Research Consultants, May 2013

What have you learned?

     Building and sustaining an organizational culture of excellence is hard.

It cannot be done without leaders who are passionately committed to excellence.

Most leaders are not; the top 10% is only 10%.

Fortunately, you do not need everyone; you just need enough to get it done.

And if you look hard for potential, clarify your expectations and give them the support and tools they need over time, you can find enough passionate leaders to do it.

Six Disciplines Client Summit 2013 1 As an aspiring leader, I heard the voice of God in Kmart.

Where can you learn more?

       Download “ Expectations for SOMC Leaders ” and use this document as a resource for your own expectations white paper.

Join the discussion about practical approaches to more effective leadership on the SOMC Leadership Blog . Learn more about Southern Ohio Medical Center here . Review and download this presentation and related presentations and white papers here . Read Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top to review some leadership strategies that successful health care executives have embraced.

Learn more about how to confront others effectively by reading A Portable Mentor for Organizational Leaders . Learn more about how to execute these leadership strategies more successfully by reading Easier.

Six Disciplines Execution Revolution: Solving the One Business Problems That Makes Solving All Other Problems

Six Disciplines Client Summit 2013

How can you contact me?

1 Kendall L. Stewart, M.D.

VPMA and Chief Medical Officer Southern Ohio Medical Center Chairman & CEO The SOMC Medical Care Foundation, Inc.

1805 27th Street Waller Building Suite B01 Portsmouth, Ohio 45662 740.356.8153

[email protected]

www.somc.org

www.KendallLStewartMD.com

Six Disciplines Client Summit 2013 1 Speaking and consultation fees benefit the SOMC Endowment Fund.