How Oklahoma Healthcare Leaders Can Create a Better Future for Their

Communities

Oklahoma Hospital AssociationNovember 2, 2017

Presented by

Tom Atchison

CORPORATE

TANGIBLES

PERSONAL

INTANGIBILES

CORPORATE

INTANGIBLES

INPUTS • Management• Cash

• People

• Policy/Procedures

• Strategy

• Plant

• Information Systems

• Communications

• Meaning• Caring

• Giving

• Leadership• Mission

• Values

• Vision

• Inspiration

• Talent

• Recognition

• Motivation

OUTPUTS • Profit

• Market Share

• Customer Satisfaction

• Growth

• Metrics

• Quality

• Commitment

• Joy

• Pride

• PURPOSE

• Culture• Followers

• Commitment

• Job Satisfaction

• Team Spirit

• Trust

• Quality

Remember—The best healthcare models for Oklahoma communities are a Balance between theTangibles and the Intangibles—

Connected (Sustained) by Purpose.*

*Mark Twain: “The two most important days in your life—the day you were born and the day you find out why.”

Mission Defines The Organization’s Purpose

•Mission Statement—Oklahoma Hospital Association

“To promote the welfare of the public by representing its members and advocating on their behalf, providing services to assist its members in meeting the health care needs of their communities, educating the public and providers on health policy and issues, and promoting quality health care for Oklahomans.”

Leadership is THE Critical Success Factor

•Not a title but an earned connection between leaders and followers—Turn Around, is Anyone There???

•To Lead is to Serve

•Leadership equals Relationships

“Leaders have trusting followers with

aligned values who commit to

achieving a vision”

-Tom Atchison

Leadership - Definition

Leadership Management

Leadership/Management

Leaders lay the track.

Managers make sure the trains run on time.

Leaders are thermostats.

Managers are thermometers.

Leaders are gyroscopes

Managers are compasses

Professional--Manager--Leader

Control-----------------------------------------------Influence

Technical Management Leadership

Organizational DynamicsExecutives---Physicians

Decision Process

Influence---------------------------------Control

Perception of Time

Long Range--------------------------------Now

Sense of Self

Part of a Team---Protection of Individual Prerogative

Locus of Control

Corporate Strategy-------------------Practice Needs

First Loyalty

To the Corporation-----------------------To the Patient

Leadership—Management

Inspires Predictable

Influence Control

Listens Talks

Vision Focus Tactics Focus

Manages change Reacts

Minutes (1440) Money

Relationships Plans

People Policies

Question: Are your meetings

Leadership Advances…?

or—

Management Retreats…?

Leadership-Quick Test

1. I am aware of the way I am perceived by various groups.

2. I have complete control over my calendar.

3. I invest two-thirds of my time to relationship improvement.

Leadership-Test

4. I invest more time in the future than the present or the past.

5. I know the capabilities and capacity of the talent needed to be successful.

6. I am trusted throughout the organization.

7. Coaching and professional development are a big part of my daily work.

Leadership-Test

8. I am a servant leader.

9. I routinely listen for meaning before talking.

10. I deal with difficult behaviors, problems and conflicts quickly and effectively.

Mean score:___

Leaders Create a Vision of a Better Future

•Organizational Change is the process of moving from A to B, where B is better than A.

•A=the current situation

•B is the desirable future state, i.e., The Vision

Vision - Definition

• Visions are statements of destination, so, they are forward-looking.

• Visions are conceptualizations of hopes for the future.

• Visions express a sense of the possible (not the probable).

• Visions are unique, they set you apart from everyone else.

• Visions are your THE.

Visions are the------Transcendent Purpose

Measurable

Directional

Inspirational

INDIVIDUAL PERFORMANCE

TACTICS

STRATEGY

VISION

Vision Quick Test:

1. Our vision describes the possible—not the most likely.

2. Everyone knows their role in vision achievement.

3. The Board agenda always includes a discussion of the vision achievement metrics.

4. Our vision drives our strategic and tactical objectives.

5. Physician leadership (eg, department chiefs and informal leaders) were involved in the development of the vision

Vision Quick Test

6. We have a comprehensive communication plan for our staff and community.

7. Our staff development programs train the skills necessary to accomplish personal and departmental vision-focused goals.

8. The board, executive team and physician leaders “refine” the vision once a year at an (off-site) leadership advance.

9. Our vision is short---less hat 12 words.

10. We have a slogan, based on our vision, that is very motivating.

Mean_____

What Can Go Wrong• Hubris—”Kodak”

• Fundamental Attribution Error(Weak Emotional Intelligence)

• Abilene Paradox

• Money as a Motivator

• Fear, Loss, Punishment as a Motivator

• Misunderstanding the 4 Fundamental Connections to Purpose—slide

• No Trust—No Sustainable Change—slide

• Investing in the wrong people/behaviors

• Habit

4 Fundamental Connections to Purpose

1. I am valued.

2. I am very clear about my role and responsibilities.

3. I have a strong social network. (discuss friendship, trust, role clarity and respect).

4. I have a future and potential for growth.

Trust – Definition: The Benefit of the Doubt

• Trust is the perception of honesty, openness and reliability/ dependability.

• Trust increases in direct relationship to the frequency of meaningful interactions.*

• Trust takes a long time to develop and can be weakened or broken easily.

• Trust is the lubricant needed to ease tensions• Trust is the glue that holds teams together• There is NO relationship between being trusted and

being likedThink minutes and active listening

Trust-Quick Test

1. I am approachable when others have a concern or issue.

2. I encourage honesty and open communication to flow from any direction.

3. I listen non-judgmentally regardless of whether the information is good or bad.

Trust

4. I behave consistently.

5. I show interest and concern for others regardless of their position or power.

6. I meet frequently with those individuals most critical to the achievement of our Mission.

7. I make hard decisions about ineffective people, processes and programs.

Trust

8. I show genuine regard for others’ knowledge, contributions and experience.

9. I keep my promises.

10. I explain decisions non defensively.

Mean score:___

Things Learned….

Applications to my role….

Questions????

References

Basic: Good to Great, Jim Collins

Emotional Intelligence 2.0, Bradberry, Travis and Greaves, Jean

Inside the Physician’s Mind, Joe Bujak, MD

The Checklist Manifesto, Atul Gawande, MD, and Being Mortal

The Patient comes Second. Britt Barret, PhD

Intermediate: How the Mighty Fall, Jim Collins

Active Listening, Michael Hoppe

Onward, Howard Schultz

Leadership’s Deeper Dimensions, Tom Atchison

Why Pride Matters More than Money, Katzenbach, Jon

Advanced: Great by Choice, Jim Collins

The Speed of Trust, Steve Covey, Jr

Let My People Go Surfing, Yvon Chouinard

Emotional Intelligence, Daniel Goldman

The Zappos Miracle, Shinobu Ishizuka

*Escape Fire--video