2012
Baldrige Excellence Begins with Senior
Leadership Excellence
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Why Baldrige Challenges Leaders
CEO Challenges
Leadership Excellence & Challenges
Baldrige Simplified
Excellence in Tennessee Conference
Harry S. Hertz | February 22, 2012
Baldrige Performance
Performance Excellence
Excellence Program
Program || www.nist.gov/baldrige
www.nist.gov/baldrige
Baldrige
2012
Why Baldrige Challenges Leaders
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Because Baldrige Can’t Be Delegated
Because Baldrige Starts with Leadership
Vision, Leadership Responsibilities, and
Governance
Because Baldrige Matches the Complexity
of the Enterprise and Its Environment
Because Baldrige Is Strategic
Because Baldrige Is about Results Tied to
Process
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Baldrige Criteria Framework:
A Systems Perspective
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
The Baldrige Criteria, Six Sigma, and Lean are complementary, not
mutually exclusive. Many organizations use Baldrige to develop an
overall performance map to identify areas that need improvement,
and then they may use one or more of these tools to design
operations or improve processes within the organization.
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Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Capitalizing on Complexity
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IBM 2010 Global CEO Study
More Than 1500 CEOs
- Face-to-Face Interviews
- 60 Countries
- 33 Industries
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Capitalizing on Complexity
CEO’s:
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Embody Creative Leadership
- Ambiguity and Experimentation
- Lead and Interact in New Ways
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Reinvent Customer Relationships
- Getting Connected Highest Priority
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Build Operational Dexterity
- Strategies that Allow Speed and Flexibility
- Complexity that Strives for Simplicity
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
www.inceosurvey.com
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Corporate Reputation
1.1a (1) How do senior leaders’ actions reflect a
commitment to the organization’s
values?
1.1a (2) How do senior leaders’ actions
demonstrate their commitment to legal and ethical
behavior? How do they promote an organizational
environment that requires it?
1.2
Governance and Societal Responsibilities
a. Governance System
b. Legal and Ethical Behavior
c. Societal Responsibilities and Support of Key
Communities
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Customer Loyalty and Retention
1.1a (3) – How do senior leaders create a workforce
culture that delivers a consistently
positive customer experience and fosters
customer engagement?
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Consistent Execution of Strategy
Being Able to Adapt Quickly to Change
Product or Service Innovation
Sustained and Steady Growth
1.1a(3) How do senior leaders create a sustainable organization?
How do senior leaders create an environment for the
accomplishment of your mission and strategic objectives,
innovation, performance leadership, and organizational
agility?
1.1b(2) How do senior leaders create a focus on action to
accomplish the organization’s objectives, improve
performance, and attain its vision?
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
2012
Employee Retention and Recruitment
1.1a(3) How do senior leaders:
- Create an environment for workforce learning?
- Participate in succession planning and the
development of future organizational leaders?
1.1b(1) How do senior leaders communicate with and
engage the entire workforce? How do senior
leaders take an active role in reward and
recognition programs?
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Health Care Costs
Thomson Reuters research study issued
last week found:
- Baldrige hospitals six times more likely to be
among the 100 Top Hospitals
- Baldrige hospitals statistically outperform 100
Top Hospitals on CMS core measures
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Key Excellence Indicators:
Leadership
Senior leaders
• communicate and demonstrate clear direction
and values
• inspire the highest standards of legal and
ethical behavior
• model and encourage learning, innovation,
excellence, and a focus on the future
• drive strategies for performance excellence
and sustainability
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Key Excellence Indicators:
Leadership
The governance body
• is informed, transparent, and accountable
• takes responsibility for ethics, actions, and
performance
The organization
• surpasses legal and regulatory compliance
• stresses ethical behavior
• strengthens environmental, social, and
economic systems
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Distinguishing Role Model
from Really Good
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Evidence-Based Management
Achievement in Results
Entrepreneurism and Innovation
Agility
Governance and Leadership Metrics
Work Systems and Work Process
Baldrige Performance
Performance Excellence
Excellence Program
Program || www.nist.gov/baldrige
www.nist.gov/baldrige
Baldrige
2012
VA Cooperative Studies Program
Clinical Research Pharmacy
Coordinating Center: Leadership
10 timeless “principles”
Cowboy Ethics: What Wall Street Can Learn from the Code of the
West by James P. Owen, © 2004
Baldrige Performance Excellence Program | www.nist.gov/baldrige
VA Cooperative Studies Program
Clinical Research Pharmacy
Coordinating Center: Leadership
VA CSP Core Values
Cowboy Ethics: Code of the West
Leadership
Live each day with courage.
Always finish what you start.
Do what has to be done.
When you make a promise, keep it.
Customer Service
Remember that some things aren’t for sale.
Continuous Learning
Take pride in your work.
Teamwork
Be tough, but fair.
Talk less, say more.
Ride for the brand.
Safety
Know where to draw the line
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
2012
Leadership Do’s
Do:
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Make improvement your focus, not an award
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Accept feedback; it can identify blind spots
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Things your way; there is no magic formula
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Focus on relationships and building trust
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Stay committed and be patient
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Leadership Don’ts
Don’t:
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Expect only highs along the journey
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Let Baldrige become an add-on activity
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Expect magic bullets
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Focus on the Award
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Retreat when facing resistance
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Give up!
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Baldrige Leadership Challenges
Transition to an Enterprise Business Model:
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Mutual Respect and Trust
Constant Communication
Agility
Take Pride in Our Accomplishments and
Work
Innovate
Show the Love
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Leadership Challenges
Reorganized Team Structure:
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6 Teams
2 Teams
Operations Transition Team
- Provide Essential Products and Services
- Eliminate, Streamline, Innovate
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Enterprise Transition Team
- Alternate Assessment
- Revenue Generation
- Partnering
- Communications
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
An Executive Guide
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
2012
What We Have Learned
Measure Business Impact
Financial Performance Results
Cumulative EAT vs. budget
Baldrige Performance Excellence Program | www.nist.gov/baldrige
23
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Leadership Ethics…….
Drives Workforce Engagement
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Baldrige Is Too Complex?
Baldrige in Three Questions
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Is your organization doing as well as it
could?
How do you know?
What and how should your organization
improve or change?
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
For More Information
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Baldrige 20/20
Criteria booklets
Self-assessment tools based on the Criteria
Award recipient videos and profiles
Case studies
Baldrige community
www.nist.gov/baldrige
baldrige@nist.gov
(301) 975-2036
Baldrige
BaldrigePerformance
PerformanceExcellence
ExcellenceProgram
Program|| www.nist.gov/baldrige
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