Transcript Results Where Our Mission, Vision and Values Rubber Meets the Road The Ten Toughest Leadership Processes1,2 A Presentation and Discussion Guide for Lake Local Schools.

Results
Where Our Mission, Vision and Values
Rubber Meets the Road
The Ten Toughest Leadership Processes1,2
A Presentation and Discussion Guide for
Lake Local Schools Leaders
Kendall L. Stewart, MD, MBA, DFAPA
August 24, 2009
1This
2No
is intended to be a discussion guide.
group of leaders has perfected these tough leadership processes.
Why is this important?
• We know why leaders exist.
• We exist to produce and sustain
exceptional organizational
results.
• We also know how hard that is.
• Organizational excellence
results—in part—from
exceptional leadership
behaviors.
• We cannot produce excellence
by ourselves, but we can
prevent it.
• Unless we transform our
Mission, Vision and Values
statements into results, they
are just words.
• The leadership processes that
follow will help with that task.
1After
• After mastering the information
in this presentation, you will be
able to
– Identify three common
leadership behaviors that
undermine clinical excellence.
– Describe three tough leadership
processes that encourage
organizational excellence.
– Explain why leaders should
deploy these tough processes in
spite of the effort required, and
– Explain how to deploy these
processes successfully.
• Your Mission is to provide
education to achieve success.
• These leadership processes
are the keys to fulfilling that
mission.
a lifetime of passion for organizational excellence, I have enjoyed only modest success.
is the leader’s job to persuade people to do what they don’t feel like doing.
3The lessons of LIFE Center memberships and Christmas gift bags still haunt me.
2It
What common leadership behaviors
undermine organizational excellence?
•
•
•
•
•
•
•
•
Failure to focus on results
Failure to remain uncomfortable
Failure to make others uncomfortable
Failure to lead by example
Failure to be predictable1
Failure to take an informed position
Failure to do what you can
Failure to field the best possible
leadership team
• Failure to extrude the net-negative people
from the organization
• Failure to deal with the hard stuff
1At
least Maude was predictable when Claude wanted to take a ride in a plane.
What are some of the processes
leaders follow to produce results?
• Begin with your motivational
values.
• Clarify and model values-based
behavioral expectations.1
• Make the case for change.
• Create discomfort. 1
• Measure things that matter.
• Focus relentlessly on results.1
• Publish your results.
• Manage your feelings. 1
• Set demanding goals.
• Manage criticism. 1
• Adopt evidence-based processes.
1These
• Field the best possible
leadership teams. 1
• Extrude the net-negative
people. 1
• Reduce processes to simple
tasks. 1
• Hold people accountable. 1
• Insist on innovative action
plans.
• Confront poor performance.2,3
• Demand process improvement.
• Confront disruptive behavior.
• Deploy effective leadership
teams. 1
are the toughest leadership processes to deploy successfully.
don’t like to be confronted.
3I cut the corner and my neighbor sounded the idiot horn; my son, Jonathan, confronted a woman in Kroger™.
2People
Clarify and model values-based
behavioral expectations.
• Why?
– Our behaviors reveal the
real values that drive our
lives.
– When our behaviors don’t
match what we preach,
our hypocrisy is evident
to all.
– Actions, not words, set
the organizational tone.
– Most of us will do just
what we feel like doing if
we think we can get
away with it.
– This process holds us
accountable.
1A
fellow executive confronted me.
will always be open to interpretation.
3This past month, I intervened to prevent a collegial ambush.
2These
• How?
1. Clarify your values.
2. Decide how a leader
with those values
would—and would
not—behave.
3. Distribute those
expectations widely.
4. Strive to conform your
behavior to those
expectations.
5. Require all leaders to
sign a commitment to
conform.
6. Confront each other
when you slip.1,2,3
Create discomfort.
• Why?
– Human beings long for
comfort above all else.
– People avoid discomfort
like the plague.
– But only change when we
become uncomfortable.
– Intentionally making
people uncomfortable
makes many leaders
uncomfortable.
– The goal is to create
energizing discomfort,
not paralyzing
discomfort.
1I
• How?
1. Make yourself
uncomfortable first.
2. Let your discomfort
show.
3. Ask permission to make
others uncomfortable—
or give fair warning.
4. Explain your
discomfort.
5. Make the case for
discomfort so
compelling that they
will see that discomfort
is the reasonable
leadership response.1,2,3
am the CDO at SOMC.
use 360-degree evaluations extensively for physicians and leaders at SOMC; these cause intense discomfort.
3The typical physician jerk response is “ignorant and stupid people saying ignorant and stupid things.” But I’ve learned. . .
2When
Focus relentlessly on results.
• Why?
– People want to talk
about what they want
to talk about.
– They usually want to
talk about feelings,
complaints, gossip,
family or sports—
anything but results.
– People really do
believe that just being
at work is enough.1
– Wasteful distractions
are ubiquitous in every
workplace.
1I
• How?
1. Begin every meeting
with current results.
2. Ask about most
recent results.
3. When colleagues go
on a tangent, ask
what result we are
trying to produce
with this discussion.
4. Display individual
and team results
publicly.2
5. Display results on the
Web.
came across a man hiding in an unlocked bathroom at SOMC.
post our physicians’ billings and targets at receptionist’s desk weekly.
2We
Manage your feelings.
• Why?
– Everybody has them.
– Most people take them
much too seriously.
– Feelings often hijack
conversations, decisions,
action plans and even
results.
– Arousal suggests your
case is weak.1,2
1A
• How?
1. Recognize your own
emotional arousal.
2. Shut your mouth, and
never click “send” when
you are aroused.
3. Choke off your arousal.
4. Take some time to
reflect.
5. Return with a
thoughtful position or a
dispassionate list of
options with their pros
and cons.
senior surgeon came to see me in a rage because he had been bumped.
said that the Administrative Director of Surgery would not speak to him.
2He
Manage criticism.
• Why?
– Criticism is inevitable.
– Leaders take heat for two
things:
• Doing the wrong thing,
and
• Doing the right thing.
– No leader likes it, but
fear of it will paralyze
you.
– You can neither ignore it
nor be pushed around by
it.
– It is evidence that you
are causing some
discomfort.
1A
• How?
1. Expect your opposition
to press you hard.1
2. Make a proposal and
invite criticism.
3. Admit the weaknesses
in your case up front.
4. Admit your mistakes
immediately.
5. When a better option
emerges, change.
6. Limit your pointless
rumination about it.
7. Do not make it
personal—even when it
is.2,3
physician came in to complain about me to the CEO right after I was hired.
cannot always predict what people will feel the need to criticize.
3A suicidal patient stopped crying to complain about my ugly shoes.
2You
Field the best possible leadership
teams.
• Why?
– This is every leader’s
moral obligation.
– This is a playground
reality that we
conveniently forget when
we get to work.
– Relieving a leader who is
doing the best he or she
can is the leader’s
hardest duty.
– The courageous leader
who makes this decision
can expect little support
and only grudging
respect.
1A
2A
• How?
1. Explain this obligation
to your boss.
2. Then remind yourself
that you have the same
obligation.
3. Trade up at every
opportunity.
4. Make your expectations
clear.
5. Give people a fair
chance.
6. Stop harboring
unrealistic
expectations.1,2
7. Act.
woman kept expecting her husband to behave better.
CEO replaced several executives because he believed he could—and must—trade up.
Extrude the net-negative people.
• Why?
– They poison the
workplace.
– They are often
hardworking people
with great skills.
– They are often stunned
to learn that they are
perceived as netnegative.
– They sincerely believe
that spreading the
misery around is their
calling in life.
1Some
2A
miserable people cannot see anything positive in life.
man went to apply for Social Security.
• How?
1. Identify them.
2. Confront them.
3. Give them a fair
chance to turn netpositive.
4. Do not give them
forever.
5. Make your case.
6. Act; those left behind
will be grateful.
Reduce processes to simple tasks.
• Why?
– People are busy doing
what they consider to be
most important.
– They will deviate from
that briefly to accomplish
a simple task.
– They will not rethink
their priorities on a daily
basis.
– They will not be eager to
take on a lot more stuff.
– Foot-dragging is a timehonored and effective
coping strategy.
1Have
2I
you noticed that some people are habitually late?
have dramatically changed my expectations for my wife.
• How?
1. Maintain a task list for
every recurring
meeting.
2. Go over it at every
meeting.
3. Decide exactly
1.
2.
3.
What will be done,
Who will do it, and
Why it will be done.
4. Choose the people who
will get it done.
5. Develop realistic
expectations for your
colleagues.1,2
Hold people accountable.
• Why?
– Few of us are naturally
inclined to hold
ourselves accountable.
– It creates energizing
discomfort.
– It helps to produce
results.
– It is a lot of work.
– It demands careful
organization and
attention to detail.
1Our
• How?
1. Tell them exactly
what you expect.
2. Extract a
commitment from
them that your
expectation is
reasonable.
3. Put it in writing.
4. Hold yourself
accountable for
holding them
accountable.
5. Display individual
results publicly.1,2
relationships with physicians are terribly important—and often terribly trying.
have developed an innovation Physician Relationships Enhancement Process (PREP) to facilitate communication.
3The Physician Relationship Team (PRT) projects our PREP notes each month.
2We
Deploy effective leadership teams.
• Why?
– Bureaucratic levels are
formidable barriers to
agile decision making
and organizational
efficiency.
– Requirements for
approval discourage
frontline managers and
decrease accountability.
– Effective communication
is nearly impossible.
– Time and space between
participants encourage
avoidance and pot
stirring.
1Let
me tell you about our Surgical Services LT.
• How?
1. Make a decision to
decentralize leadership.
2. Get all of the decision
makers in the room.
3. Focus the meeting on
results and tasks and
eliminate distractions
and small talk.
4. Hold participants
accountable.
5. Demonstrate that this
is the decision-making
group.1
What have we learned?
• Transforming our Mission, Vision and
Values statements into exceptional
results is hard.
• But this is why leaders exist.1,2
• Those leaders who succeed will design
and deploy key leadership processes.
• Effective leadership processes are
tough; they require large, sustained
investments of leaders’ energies.
• This is the only way to be the best
organization for learning.
1Don’t
2Let
kid yourself; leadership demands certain sacrifices.
me tell you about my introduction to Portsmouth.
Where can you learn more?1
•Google “Common Leadership Mistakes” and you will
get more than 15 million hits! (We are all authorities
on others’ mistakes).
•Explore the Ohio Partnership for Excellence’s
Website at http://www.partnershipohio.org/.
•Look into the most robust organizational excellence
methodology in the world at
http://www.baldrige.nist.gov/.
•Review a brief but helpful excerpt from Leithwood
and Riehl’s, What We Know About Successful School
Leadership,(2003) at http://www.elead.org/principles/successful.asp.
•Read more about how to deploy the tough leadership
processes in, The Portable Mentor for Organizational
Leaders, (2003).
1Please
visit www.KendallLStewartMD.com to download related white papers and presentations.
How can you contact me?1
Kendall L. Stewart, M.D.
VPMA and Chief Medical Officer
Southern Ohio Medical Center
President & 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?
www.somc.org
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