Transcript The Anxiety Disorders Some Practical Questions & Answers

Creating a
Culture of Excellence
Some Practical Strategies
for Determined Leaders1,2
A Presentation for the
Ohio Association of Free Clinics
Kendall L. Stewart, MD, MBA, DFAPA
October 10, 2011
1I
want to offer a few practical strategies you can use to build and sustain your own culture of leadership excellence.
let me know whether I have succeeded on your evaluation forms.
2Please
What’s in this for you?
• Every leader says she wants
to create 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.
• Success is a huge barrier.
• For those who are serious
and willing to pay the price,
here are some practical
strategies that will work.1
1Given
• After listening to this
presentation, you will be able
to
– List three common barriers to
organizational excellence.
– Identify three practical
strategies for creating a
culture of excellence.
– Explain why these strategies
make sense.
– Explain how to deploy these
strategies effectively in your
organization.
the international publicity we’ve received, Portsmouth might not be the first place you would look for excellence.
we have achieved some remarkable success in Safety, Quality, Service, Relationships, and Performance.
3Moreover, we are now pursuing perfection!
2But
What are some of the barriers to an
organizational culture of excellence?
• Leaders who don’t “get it.”1,2
• Leaders who are unwilling to “walk the
talk.”
• Leaders who are unwilling to pay the
price.
• Leaders who are too impatient.
• Leaders who refuse to face reality.
• Leaders who are unwilling to forego
“ladder climbing” for 5-10 years.
• Leaders who indulge in temper tantrums
and blaming.
• Leaders. Period.
1Helping
2I
physician leaders “get it” can be as frustrating as teaching men to be romantic.
worked with a man about how to impress his wife with a card on their anniversary.
What are the foundations of
organizational excellence?
Processes
Performance
People
1The
Planning
management literature says you have to align the entire organization around common goals to achieve success.
all organizations excel because of the STPs—the Same Ten People.
2Actually,
What practical strategies will
promote a culture of excellence?
• Performance
– Focus on results.*
– Identify meaningful
performance indicators.
– Insist on comparative data.
– Pursue perfection.
– Publish your results.
• Processes
– Deploy a practical processimprovement process.*
– Involve people in meaningful
process improvement.
– Empower leadership teams to
decide and execute.
– Use task lists to hold people
accountable.
– Document key processes as a
part of succession planning.
1Let
• People
– Manage yourself first.*
– Field the best possible
leadership teams.
– Recognize the stars.
– Recognize the average people
more.
– Extrude the net-negative people.
• Planning
– Embrace discomfort.*
– View problems as opportunities.
– Align the organization around a
few strategic values.
– Adopt a decision-making
process that is inclusive,
transparent and evidence-based.
– Clarify who opines and who
decides.1
me tell you about our Clinical Resource Leadership Team (CRLT) process at SOMC.
Focus on results.
• Why?
–
–
–
–
–
It’s why leaders exist.
We all tend to forget this.
This makes people uncomfortable.
(Energizing) discomfort is a very good thing.
A relentless focus on results will set you apart as a
leader.
– It’s a also a huge competitive advantage.
• How?
–
–
–
–
–
–
–
1Always
Begin every meeting by inquiring about results.
Focus on the results that matter.
Insist on comparative data.
Expect perfection.
Always ask about the plan.
Always ask about the task list.
Hold everyone accountable.1,2,3
know your current performance metrics, what’ve you’ve done, what you’re doing and what you’re going to do.
your colleagues to know these things too.
3If you don’t volunteer, someone will likely ask.
2Expect
Deploy a practical processimprovement process.
•
Why?
– Processes are the ways things get done in life.
– If you keep doing the same things, you will keep getting
the same results.
– In spite of this obvious truth, most people will keep on
doing the same things.
– Leaders have the power to improve processes.1,2
– Don’t let that power go to waste.
•
How?
– Identify and critically examine the process that is
producing the current, imperfect result.
– Consult the process owners.
– Suggest improvements in the process.
– Find a process improvement champion; you may be it.
– Push back hard on the resistance you will get when you
do.
– Insist that people give the changed process a reasonable
chance.
– Keep on improving your processes.
1You
will hear and learn about many process improvement models.
SOMC Improvement Model is Seize an Opportunity and Make a Change.
3At a deeper level, we primarily follow the PDCA (Plan, Do, Check, Act) or PDSA (Plan, Do, Study, Act) Model.
2The
Manage yourself first.
• Why?
– You can’t manage others until you do.
– Everyone is watching whether you are practicing
what you preach.
– You will not be a credible persuader unless you do.
– You cannot hide your moods—and people take
them personally.
• How?
– Recognize that as a leader you are always on
stage.
– Acknowledge that everyone is watching.
– Accept that what the people around you want
most is predictability and an even temper.
– Recognize your arousal.
– Exit the stage and contain it immediately.1,2
1This
2I
became crystal clear soon after I moved to Portsmouth.
was mowing and garage sale hobbyists were parking on my grass.
Embrace discomfort.
•
Why?
– Above all else, we long for comfort and seek to avoid
discomfort.
– But people only change when they feel uncomfortable.
– Successful leaders feel uncomfortable every day.
– And they make the people around them uncomfortable
too.
– It is not easy to get this exactly right.
•
How?
– Focus on results.
– Face reality.
– If you do, you will find plenty to feel uncomfortable
about.
– Talk about your discomfort.
– Confront your colleagues when they grow
complacent.
– Ask hard questions.1,2
– Hold yourself and others accountable.
1
2
“Why are more than 80% of SOMC employees overweight or obese?”
“What exactly are SOMC leaders going to do about that?”
What have we learned?
• The top ten percent is only ten
percent.
• Building and sustaining an
organizational culture of excellence is
hard.
• And in spite of what we say, most
(90%) leaders are not willing to pay
the price.
• Knowing what to do is not that hard.
• Doing it is.1,2
1And
2Let
setting realistic expectations for average people is one of the things leaders need to do.
me tell you about playing flag football in college.
Where can you learn more?
•
•
•
•
•
•
•
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.
Review practical techniques for conducting crucial conversations in
Crucial Conversations: Tools for Talking When Stakes are High.
Consider adding the practical and comprehensive Successful
Manager’s Handbook to your personal library.
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]
[email protected]
www.somc.org
www.KendallLStewartMD.com
1Speaking
and consultation fees benefit the SOMC Endowment Fund.
Are there other questions?
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Safety  Quality  Service  Relationships  Performance 