What Makes A Leader?
Competencies for the
New Healthcare
January, 2015
Carol Jennings, Sr. Director
Organization Development &
Training
Session Highlights
• The industry demands the right leadership
competencies.
• The role of leaders during change – lead or
manage?
• We have to get better at developing our leaders.
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Memorial Hermann Health
System
2010, 2011, 2012, 2013,
2014
Top 100 Hospitals
National Quality Forum
National Quality
Healthcare Award
TIRR Memorial
Hermann Ranked # 3
2010, 2011, 2012, 2013, 2014
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Houston & Southeast Texas
Founded 1907
22,000 employees
Annual community benefit: $350 million
Annual emergency visits: 477,000
Annual deliveries: 24,000
Annual Life Flight air ambulance missions:
3,000
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Total hospitals: 12
– Acute Care Hospitals: 9
– Children’s Hospitals: 1
– Rehabilitation Hospitals: 2
Heart & Vascular Institutes: 3
Neuroscience Institutes: 1
Sports Medicine Institutes: 3
Trauma Institutes: 1
Substance abuse treatment center: 1
Memorial Hermann Health
System
Our Memorial Hermann Physician Network, MHMD, comprises physicians
from Memorial Hermann Medical Group, UTHealth and private physicians and
specialists for a total of 5,500 physicians.
Memorial Hermann Health Solutions’
subsidiaries offer comprehensive,
integrated health solutions that deliver
quality benefits while helping to contain
costs.
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Memorial Hermann Leaders
Approximately:
• 150 Executives
• 350 Directors
• 650 Managers
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Leadership Competencies History
LEADERSHIP TRACK COMPETENCIES – 2009
PRESIDENT’S
COUNCIL &
EXECUTIVE
COUNCIL
Strategic Agility
Business Acumen
Critical
Competencies
Building Effective
Teams
Drive For Results
Interpersonal Savvy
Motivating Others
Priority Setting
Organizational Agility
Core
Competencies
LEADERSHIP
COUNCIL
DIRECTOR
MANAGER
Business Acumen
Business Acumen
Building Effective
Teams
Drive For Results
Customer Focus
Developing Direct
Reports
Customer Focus
Drive For Results
Drive For Results
Interpersonal Savvy Interpersonal Savvy Innovation
Management
Motivating Others
Motivating Others
Interpersonal Savvy
Priority Setting
Priority Setting
Motivating Others
Organizational
Decision Quality
Listening
Agility
Innovation
Directing Others
Process Management
Management
Ethics And Values, Integrity and Trust, Managing Vision and Purpose, Work Life Balance
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MEMORIAL HERMANN
LEADERSHIP PIPELINE
Leadership
2007
Reward &
Recognition
Succession
Planning
Mentoring
Individual
Development
Plans
Competitive
Advantage
Leadership
Performance
Feedback
Leadership
Certification
Transitioning
Into
Management
Selection
Promotion
Management
Orientation
LEADERSHIP COMPETENCIES
MEMORIAL HERMANN
LEADERSHIP DEVELOPMENT
• Quarterly Leadership Meeting
• President’s Lunch
• Leadership Retreat
Teambuilding
• Leadership 2004 & Beyond
Leadership
Forums
Ongoing
• Performance Evaluations/180
Requirements (16 Hrs./2 Yrs.)
Partners In
Caring
Culture
Initial
Certification
• Annual Development Plans
Individual
Leadership
Competency
Development
Certification
• Leadership Mentoring
Change
Management
Financial
Management
Principles
Managing
Vision &
Purpose
Valuing
Diversity
Core
Quality
Requirements
Ethics
&
Values
• Nursing Academy
of
Customer
Relations
Management
Leadership
Integrity
&
Trust
Learning
Modules
Spirituality
MHHS Purpose, Values & Strategies
New Manager Prereqs: I. Transitioning Into Management
(New to Management Role)
II. Management Orientation
(Manager New to MHHS)
6-16-04smb
Leadership Development
Transitioning Into Management – within 3 months
Management Orientation – within 6 months
Leadership Certification – within 24 months
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Leadership Development
Change of focus to managers
• FrontLine Leadership – within 3 months
– 4-days
– Basic skills – communication, delegation,
finance
– Collaboration
– Building a cohort of new leaders
• Extensive involvement of leaders of participants,
evaluation, tracking, metrics
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The Changing World of Healthcare
Healthcare Reform
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The Changing World of
Healthcare
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The Changing World of
Healthcare
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Profile of the New Healthcare
Leader??
We asked the LEADERS through a series of
interviews
To lead Memorial Hermann for the next 5
years, what are the required skills and
abilities? What will our leaders need to
exhibit to bring our desired culture and
Map 2 to reality?
Their answers became the Leadership
Competencies
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Leadership Competencies
Culture
All leaders will need to role
model this culture and build
workplaces that are:
• Innovative
• Accountable
• Empowered
• Collaborative
• Compassionate
• Results Oriented
• One Memorial
Hermann
Leadership Competencies
• Building Talent
• Hard Wiring the Culture
• High Impact
Communication
• Leading Change
• Partnering
• Rapid Re-alignment
• Strategic Integration
Leadership Competencies
Strategic Integration: Identifies how
strategies should affect resource
allocations, expectations, roles, and
practices and aligns them. Proposes
solutions that optimally benefit the system
over individual/local interests.
Rapid Re-alignment: Quickly aligns all
aspects of work with the new business
model and builds agile work practices.
Involves others in ways that speed up and
strengthen engagement and commitment.
Partnering: Collaborates to achieve
system goals. Seeks partnerships. Builds
teams that partner well. Holds self and
staff accountable for playing well with
others. Builds trust and connection.
Leading Change: Ensures success of
changes through decision making,
resourcing, planning, execution,
measurement, follow-up and training.
Attends to people, structure, and process
needs and knocks down barriers.
Hard Wiring the Culture: Models the
culture. Aligns all aspects of work to
reinforce culture. Holds self and others
accountable for modeling culture. Inspires
cultural excellence.
High Impact Communication:
Communicates to move things forward.
Builds collaboration and meeting skills
throughout the organization. Inspires,
clarifies, and focuses others.
Building Talent: Assesses and manages
talent pool. Builds systemic bench strength
and shares talent. Provides developmental
experiences. Coaches and mentors.
Leadership Buy-In
• At the Annual Leadership Meeting we asked 600 leaders
to assist in building Leadership Field Guide for
Competencies by providing:
– Behavioral Description – through the eyes of manager,
director, senior
– Actions for Leaders
– 2 Interview Questions
– Story to demonstrate in use
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Building Talent: Competency
Description
WHAT: Talent builders make developing others a
core part of their work and they hold themselves
and other leaders accountable for developing
talent. They are proactive about ensuring that
employees are given substantive feedback about
their development needs, and provide productive
developmental experiences. They provide
coaching and clear information about potential
career paths. As a system of over 20 thousand
employees and nearly 1,500 leaders, we need to
have strong systemwide practices for building
talent and bench strength for key roles.
BARRIERS: Many leaders will say that time is the
barrier that gets in the way of building talent. It
takes a commitment of time and resources to
ensure that people grow. The best talent builder
don’t have lighter schedules that allow them to
spend more time with their people – they make it
a priority in spite of their other responsibilities.
Another barrier is comfort. Leaders don’t want to
lose their top talent and some don’t encourage
growth if this means transferring to another role
or taking on a different project. This very human
response never works because your best
performers will leave or wither if they are not
developed.
REFLECTION QUESTIONS:
•Do my best performers know that we regard them as key talent?
•What have I done to help prepare top performers for their next role? If a job opened up, would they
be ready?
•Do my team members feel as though their development is a top priority for me? How do I show this?
•Given our time and resource constraints, how can I ensure that my team members keep growing?
• Who have I coached this month?
Building Talent:
Behaviors & Best Practices
Builds Bench
Strength for Key
Roles
Assesses
Talent, Gaps,
and at Risk
Roles
Discusses
Development
Plans
Knows Team
Members’
Career Goals
Uses
Development
Assignments
Shares Talent,
Encourages
Moves
Provides
Candid and
Actionable
Feedback
Quarterly Oneon-ones
Holds Staff
Accountable for
Development
Building Talent: Resources
• Internal Resources:
– Retention Engine I & II
• Books:
– Talent Pipeline: How to Build the Leadership Powered Company by Ram Charan
– What Got You Here, Won’t Get You There by Marshall Goldsmith
– It’s Your Ship by D. Michael Abrashoff
– The Talent Masters by Bill Conaty and Ram Charan
• Websites/Articles:
– Talking the Talk: Jeff Schwartz on Building Talent During a Downturn
http://knowledge.wharton.upenn.edu/article.cfm?articleid=2557
– How to Build Talent Faster and Better Than the Competition
http://blogs.kenan-flagler.unc.edu/2012/09/11/how-to-build-talent-fasterand-better-than-the-competition/
– Managers Build Talent
http://www.allthingsworkplace.com/2009/07/managers-build-talent.html
Building Talent: Interview
Questions
• Describe your team's talents and what you did to help develop them.
• What are the obstacles you have faced when trying to build your
staff's talents and skills and how have you overcome them?
• Tell me about a time when you mentored or coached an individual.
Describe the process – was it a positive experience?
• What goals have you set for yourself? How are you achieving these
goals?
• What is the last leadership book you read? What did you learn from
it?
• What have you done to develop high potential employees?
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Building Talent: Tips for Coaching
• When coaching another leader on the topic of how to build the competency
of Building Talent, consider:
– Pairing him/her up with someone who is regarded as a strong talent
builder to learn what he/she does and how he/she fits talent building
into busy days.
– Modeling the practice by creating a development plan with creative
development activities (assignments, projects, etc) and working that
plan. Concurrently, have the manager do the same for one of his/her
employees.
– Assess whether he/she uses the following talent building practices and
how well these practices are working: developmental one-on-ones (not
focused on tactical to-do lists), development plans, informal learning
opportunities, coaching, mentoring, team learning, support of formal
programs, work assignment changes, thorough feedback, assessments
(360, behavioral, etc), talent sharing, etc.
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Different Approach
It all starts at the top….
• Focus on senior leaders
– Will not attend a class
• Partnered with MBA students at University of
Houston
– Researched to find innovative approaches to
developing leaders
– Presented research to senior leaders to
determine which were appealing & why
• Built a plan
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How We Will Develop System
Leaders
JumpStart
Management
Essentials
(For New
Leaders)
(For Managers,
using System
Content)
(Strategically Focused
on Leadership
Competencies)
Executives
Newly Hired
Should not be
needed, optional.
Yes, delivered by
OD&T
Directors
Newly Hired
Optional as
needed.
Yes, delivered by
OD&T
Managers
Newly Hired
and Newly
Promoted
Yes
Yes, delivered
locally by HRODs
(using system
content)
Audience
12/2014
Leadership Labs
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Informal
Learning
Additional
Important Topics
(Portal,
blog,
webinars)
(Offered and Initiated by
Local or Functional
Experts)
Applies to
all
Leaders
• Processing Payroll
• Using MSS
• Compensation
Philosophies
• Interviewing Techniques
• Legal Considerations
• Compliance for Leaders
• HIPAA for Leaders
• Employee and Patient
Safety
• Financial Reports
• Budgeting and
Purchasing
• Key Yearly Processes
• Crucial Conversations
• Learning Maps
• Etc..
Leadership Lab - Change
Executives
Change
Management
Change Leadership
Directors
Change Leadership
Change Management
Managers
Change
Leadership
12/2014
Change Management
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Leadership Lab - Change
Accelerating Change at Memorial Hermann
Change Leadership
Revving the Engine For Change
Change Management
Making Change Happen
Articulate a Vision
that Resonates at
All Levels
Cultivate
Organizational
Culture
Manage Change
and Transition
Build Agile Teams
Create a Sense
of Urgency that
Drives Alignment
and Focus
Use Change
Acceleration
Structures
Strengthen
Awareness Up,
Down, and
Sideways
Execute Project
Plans
Learning
Methods
and Plan
Executives
Directors
Managers
Accelerating Change Strategically
3 hr Workshop – Nov 2013
Accelerating and Managing Change
4 hr Workshop – Feb 2014
Accelerating and Managing Change
4 hr Workshop – March 2014
Building Agile Teams
4 hr31
Workshop –Sept 2014
Building Agile Teams
4 hr Workshop –Sept 2014
ChangeX
Change eXcellence Framework
Define the Change
Change
Environment
Analysis
Change
Accelerators
Standard Approach to Planning
and Implementing Change
Drives focus, accountability, and execution
on all major aspects of change:
• The actual change – from A to B.
• The culture.
• How people transition.
• How we align structures,
processes, and practices for
success.
Implementation
Planning
Rapid
Re-alignment
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Marshall Goldsmith Engagement
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High Potential Leaders
• Steve Farber workshop – Extreme
Leadership: LEAP
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Development Under
Construction
• Management Essentials (Managers &
Directors)
• HiPo – Talent Action Plans based on unique
Leadership 360
• Innovation Lab (emphasizing collaboration)
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