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“How” We Do It An Introduction to NSLIJ’s Behavioral Expectations Model Objectives Provide an overview of what behavioral expectations are, why they are important, and how we use them. Provide a deeper understanding of NSLIJs Behavioral Expectations Model. Collectively describe what good looks like for each behavior related to your role/the roles you support. Why do we use behavioral expectations? Creates a common understanding of what good performance looks like. Gives us a “language” to communicate with one another around the picture of success Defines expectations on how an employee should act at work to have the best results in their role. Ensures a level of consistency in how we make decisions around our talent. Gives us the ability to differentiate performance Help us focus our employees on the behaviors that will make the most difference in NSLIJ's success Behavioral expectations are utilized throughout an employee’s lifecycle NSLIJ's behaviors and expectations model is used for more than just annual performance reviews. They are utilized across the entire employee life cycle. All of our talent practices are anchored in the behavioral model. Using the model to select candidates • The model is used to assess past performance as a predictor of future success. • The behavioral interviewing tool provides recommended questions that you may use to assess whether or not you would consider each behavior a strength or gap for the candidate. • A simple rating scale is provided to help you document how each candidate compares relative to one another. Using the behavioral expectations model to differentiate performance Using the model to identify gaps and develop future talent Our Core Behaviors Can you guess the behavior CUSTOMER EXPERIENCE DEFINITION Always anticipating and exceeding the expressed and unexpressed needs of others. Builds strong relationships and delivers customercentric solutions. Can you guess the behavior TEAMWORK DEFINITION Inspires one another to work together to achieve organizational goals. Creates a feeling of belonging and strong team morale. Can you guess the behavior EXECUTION DEFINITION Displays technical and functional expertise. Takes ownership of work. Structures job tasks. Maintains appropriate pace in handling multiple deadlines to achieve excellence. Can you guess the behavior ORGANIZATIONAL AWARENESS DEFINITION Understands how to overcome obstacles Ably works through the realities of a large healthcare organization. Applies best approaches to achieve business goals. Can you guess the behavior ENABLE CHANGE DEFINITION Willingly adapts to shifting business needs. Seeks opportunities to champion new processes and ideas. Anticipates and responds to change to improve work outcomes. Can you guess the behavior DEVELOPING SELF DEFINITION Takes consistent action to increase knowledge and skills. Embraces challenging assignments. Seeks learning opportunities to enhance performance. What does good look like? Activity: Each table will be assigned one behavior from our core behaviors and expectations model. Within your table teams, work together to complete the following: Step 1 (5 Minutes) Using a flipchart, create a list of attributes that define your assigned behavior. Step 2 (5 minutes) Develop a “Bumper Sticker” slogan or picture that represents the behavior. CUSTOMER EXPERIENCE Individual Contributor Team Leader Operational/Strategic Leader • Proactively takes steps to exceed customer/patient expectations. • Practices active listening to understand root cause of customer/patient needs. • Takes initiative to find ways to better serve customers/ patients. • Consistently uses customer/ patient feedback to enhance their experience. • Goes the extra mile to put customers/patients at ease. • Emotionally engages with customers. • Coaches team on how to anticipate and respond to customer/ patient needs. • Brings out the best in team to ensure they are delivering the highest quality service to the customers/patients. • Empowers team to exceed customer/patient expectations. • Solves problems seamlessly to address customer/patient needs. • Proactively seeks new ways to develop self and team skills to enhance customer experience • Drives a culture that connects metrics and employee behavior to the customer/patient experience. • Sets the strategy and creates direction to ensure department processes enable the team to exceed customer/patient expectations. • Has a proven track record for producing positive outcomes in customer/ patient experience. TEAMWORK Individual Contributor Team Leader Operational/Strategic Leader • Shares knowledge with team members and expresses interest in understanding the needs of others. • Recognized as a team player. • Creates opportunities to share knowledge with others within and outside of the team. • Recognized as an informal leader who helps others work together to achieve a common goal. • Consistently uses teambuilding to increase overall team performance. • Exceptional at creating a trust-based team culture. • Proactively encourages others to share their views. • Has proven track record for building cohesive and high performing teams. • Places high value on overall team performance. • Is consistently resourceful in a complex environment. • Excels at driving results through the ability to motivate teams. • Mentors and coaches others to help them succeed. • Has a proven track record in delivering results through cross functional teams. 17 EXECUTION Individual Contributor • Completing assigned tasks accurately and within established timeframes and budget. • Adopting a resourceful and results-driven approach. Team Leader Operational/Strategic Leader • Ensures team performance in achieving excellence by: • Organizing resources, • Adjusting for complexities, • Measuring results, • Planning for improvements. • Creating a culture of excellence and accountability through: • Motivation of talent, • Translation of strategy into reality, • Exercising sound judgment, • Aligning communication, people, processes and resources. 18 ORGANIZATIONAL AWARENESS Individual Contributor • Collaborating with peers, managers and customers to solve problems within the guidelines of key policies and practices. Team Leader Operational/Strategic Leader • Displaying superior • Understanding the understanding of: competition. • Group behavior and organizational politics, • Creating solid cross• Culture and operations. functional partnerships. • Exhibits strong decisionmaking skills that align to key business priorities and objectives. • Successfully navigating the organization’s culture to obtain the buy-in necessary to drive critical business outcomes. 19 ENABLE CHANGE Individual Contributor • Seeking and acting on feedback to identify improvement opportunities. • Displaying enthusiasm for expanding one’s knowledge and scope. • Thinking differently to find new solutions. Team Leader • Regularly offering feedback. • Analyzing successes and failures to identify improvement opportunities. • Planning for and creating opportunities to implement process enhancements within the team. Operational/Strategic Leader • Creating a climate that embraces new and different solutions. • Removing barriers that limit change • Maintaining a global line of sight. • Gaining commitment and partnership from others to execute change plans. 20 DEVELOPING SELF Individual Contributor Team Leader Operational/Strategic Leader • Holds self accountable for becoming a subject matter expert within one’s own job role, seeks performance-related feedback, and identifies learning opportunities to explore with one’s manager. 21 Our Leadership Behaviors Can you guess the behavior MANAGERIAL COURAGE DEFINITION Acts with conviction to make the right decisions for the right reasons. Exercises sound judgment and takes action to preserve the integrity of the organization. Can you guess the behavior MOTIVATING & INSPIRING OTHERS DEFINITION Leverages and embraces diversity. Shares wins and successes. Motivates and energizes others to achieve highlevel results. Can you guess the behavior STRATEGIC AGILITY DEFINITION Seeks opportunity to gain/share expertise with other areas to create innovative strategies. Exercises both narrow and broad perspective to ensure business success. Can you guess the behavior DEVELOPING OTHERS DEFINITION Continuously seeks opportunity to develop the capabilities of others. Provides challenging stretch assignments and tasks to enhance departmental performance. What does good look like? Activity: (10 Minutes) Each table will be assigned one leadership behavior from our behaviors and expectations model. Within your table teams, work together to complete the following: Using a flipchart, in your own words, describe what it means to do ___________. MANAGERAL COURAGE Team leader • Adhering to a strict ethical and moral code in all business decisions and dealings with people. • Delivering critical messages honestly and effectively. Operational/strategic leader • Empowering others to make ethical decisions. • Removing political barriers that may limit or prevent positive change. • Implements practices to ensure that • Displaying the ability to make difficult employees are held accountable for decisions in a timely manner, rewarding their behavior and performance at all those who display desirable behaviors, levels. and holding direct reports accountable • Ensures all employees in area(s) of for poor performance. responsibility comply with mandatory • Ensures direct reports are compliant training, educational requirements and with mandatory trainings, educational system initiatives. processes and system initiatives. 28 MOTIVATING AND INSPIRNG OTHERS Team Leader Operational/Strategic Leader • Celebrating the efforts and achievements of individuals and teams. • Creates opportunities to promote team successes at department & system level. • Creating a feeling of belonging within the team. • Manages with an “open door” policy, ensures assigned area(s) understand how each contributes to the larger goals of the organization. • Conveying confidence in the ability of others to make valuable contributions, • Ensures team members have the skills, support and resources necessary to produce the desired results. • Ensures team members are rewarded for good performance, and that, when appropriate, consequences are delivered to drive the right behaviors. • Continuously takes inventory to ensure assigned area(s) have resources necessary to achieve superior results. • Empowers leaders to reward employees for good performance and to deliver consequences, as appropriate, to drive the right behaviors. 29 STRATEGIC AGILITY Team Leader Operational/Strategic Leader • Demonstrating complete understanding • Ensuring operations of assigned area(s) of department’s workflow, operations align with the larger organizational and necessary skill sets, goals. • Leverage the talents of the team to brainstorm and anticipate future consequences and solutions. • Partner with other areas to share knowledge and influence strategy development outside of normal defined scope. • Establish formal and informal processes for high performers to become involved in cross-organizational improvement efforts. • Leverage connections with other organizational leaders to develop and execute breakthrough strategies that impact organizational operations on multiple levels. 30 DEVELOPING OTHERS Team Leader • Holding frequent performance and development discussions with direct reports. • Provide diverse opportunities for team participation in projects outside of normal defined scope. • Shaping team roles to leverage skills, build capabilities and foster team collaboration. Operational/Strategic Leader • Developing high performers through mentorship and coaching. • Creating opportunities for joint problem-solving and cross-functional learning through shared projects. • Embracing feedback for one’s own improvement. 31 Recap We reviewed why having a behavioral expectation model is important, and how we use them to: Differentiate performance Identify gaps and develop future talent Behavioral interviewing We took a deeper dive into how each of our core and leadership behaviors are defined. We took some time as a group to describe what good looks like for each behavior related to your role/the roles you support. My commitments What steps can you take to ensure you embody these behaviors? What will you do to ensure your team understands these behaviors and how they will be evaluated against them?