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Creating a Creating a Culture of Culture of ExcellenceExcellence
Twenty Practical Strategies Twenty Practical Strategies for Committed Leadersfor Committed Leaders
A Presentation for GA Presentation for GENESIS ENESIS HealthCare SystemHealthCare System
Kendall L. Stewart, MD, MBAKendall L. Stewart, MD, MBANovember 12, 2004November 12, 2004
What’s in this for What’s in this for you?you?• Every executive 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.
• 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.
What are some of the common What are some of the common barriersbarriers to to an organizational culture of excellence?an organizational culture of excellence?
• Executives who don’t “get it.”• Executives who are unwilling
to “walk the talk.”• Executives who are unwilling
to pay the price.• Executives who are too
impatient.• Executives who refuse to face
reality.• Executives who are unwilling
to forego “ladder climbing” for 5-10 years.
• Executives who indulge in temper tantrums and blaming.
• Executives. Period.
What are the What are the foundationsfoundations of of organizational excellence?organizational excellence?
PeoplePeople
PlanningPlanning
ProcessProcessPerformancePerformance
What practical What practical strategiesstrategies will will promote the creation of a culture of promote the creation of a culture of excellence?excellence?• People
– Embrace discomfort.– Identify champions.– Develop emerging leaders.– Define the “Rules of
Engagement.”*– Extrude negative leaders and
trade up.• Planning
– Align the organization around your strategic values.
– Adopt a framework for organizational excellence.
– Adopt a process improvement methodology.
– Deploy a simple strategic planning process.*
– Take the long view.
• Process– Design and deploy an
organizational change process.
– Deploy leadership teams throughout the organization.
– Document key organizational processes
– Empower a limited number of interdisciplinary process improvement teams.
– Engage stakeholders in real work.*
• Performance– Identify key performance
indicators.– Demand comparative data.– Set measurable short- and
long-term goals.– Insist on detailed action plans.– Deploy balanced scorecards
(BSCs) throughout the organization.*
Define the Define the rulesrules of engagement. of engagement.
• Why should I?– Creates discomfort– Clarifies expectations– Identifies
inappropriate behavior
– Sets the tone– Holds leaders
accountable– Marginalizes
negative leaders– Gives the zealots
hope
• How can I?– Identify flawed
leadership behaviors.– Describe appropriate
behavioral alternatives.
– Write them down.– Provide practical
examples.– Sell them to key
opinion leaders.– Confront and extrude
noncompliant leaders.
PeoplePeople
Deploy a simple strategic Deploy a simple strategic planningplanning process.process.
• Why should I?– Engages stakeholders– Allows everyone to
contribute– Converts passive
participants into informed partners
– Changes novices into experts
– Aligns the organization
– Focuses on performance
– Demands action plans
• How can I?– Fire your consultants.– Identify a local
champion.– Design the process
yourselves.– Deploy it.– Focus on results—not
the process itself.– Produce a Balanced
Scorecard—not a binder.– Measure its
effectiveness.– Improve it over time.
PlanningPlanning
EngageEngage stakeholders in real stakeholders in real work.work.• Why should I?
– Invites emotional commitment
– Encourages teamwork– Calls for expertise– Creates mutual history– Promotes pride in
accomplishment– Documents and
preserves intellectual capital
– Results in more effective bonding than mere social activity
• How can I?– Identify an
organizational need.– Outline a project.– Clarify the desired
product.– Organize a project
team.– Sell the value of the
objective.– Invite commitment.– Recognize and
reward participants.– Proselytize others.
ProcessProcess
Deploy balanced Deploy balanced scorecardsscorecards throughout throughout the organization.the organization.
• Why should I?– Clarifies objectives– Aligns focus throughout
organization– Forces deep reflection
about measures that matter
– Emphasizes measurable results
– Calls for comparative data
– Promotes benchmarking and the search for best practices
– Demands ongoing action planning
– Facilitates continuous improvement
• How can I?– Make a religious
commitment to pursuit of excellence.
– Aspire to be data driven.– Decide on your strategic
objectives (values).– Identify meaningful
measures that support each strategic objective (value).
– Report baseline data with brutal honesty.
– Set realistic targets.– Find comparative data.– Monitor organizational
performance over time.
PerformancePerformance
What have you What have you learned?learned?• The pursuit of organizational excellence is hard. • It is an unending process, not a moment.• Few leaders will make the commitment, and fewer still
will stick it out.• For those who do, this journey becomes the foundation
for a meaningful career.• Just getting by is a lot easier, but the pursuit of
excellence is more satisfying.• It actually requires less effort to lead a successful
organization than a mediocre one.• Leaders can’t produce organizational excellence by
themselves, but they can discourage it with no help at all.
• The strategies that successful leaders adopt in their pursuit of excellence—while always customized to their own organizational culture—are remarkably similar.
• Committed zealots are available and at your service.
Where can you learn Where can you learn more?more?• Collins, Jim, Good to Great: Why Some
Companies Make the Leap . . . And Others Don’t, HarperCollins, 2001
• McDonnell, Patrick, Everybody Wants to Go to Heaven: Six Steps to Organizational Excellence, Sunrise Publishing LLC, 2002
• Peters, Thomas and Robert Waterman, The Search for Excellence, Warner Books, 1988
• Stewart, Kendall L., et. al. A Portable Mentor for Organizational Leaders, SOMCPress, 2003
• Stewart, Kendall L. et. al., Rules of Engagement: Some Expectations, An SOMC White Paper, June 2003
How can weHow can we contactcontact you?you?
Kendall L. Stewart, M.D.Kendall L. Stewart, M.D.Medical DirectorMedical Director
Southern Ohio Medical CenterSouthern Ohio Medical CenterPresident & CEOPresident & CEO
The SOMC Medical Care Foundation, The SOMC Medical Care Foundation, Inc.Inc.
1805 27th Street1805 27th StreetPortsmouth, Ohio 45662Portsmouth, Ohio 45662
740.356.8153740.356.8153
[email protected] [email protected]
www.somc.orgwww.KendallLStewartMD.com
Southern Ohio Medical CenterSouthern Ohio Medical Center SafetySafety QualityQuality ServiceService RelationshipsRelationships Performance Performance
What What questions questions remain?remain?
www.somc.orgwww.somc.org