Leadership Team Development

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Leadership Team Development. Objectives. Discuss a framework for organizational maturation Differentiate between management and leadership development Outline one approach to each focus of development Discuss challenges and next steps. Access Community Health Centers. - PowerPoint PPT Presentation

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Leadership Team Development

ObjectivesDiscuss a framework for organizational maturationDifferentiate between management and leadership developmentOutline one approach to each focus of developmentDiscuss challenges and next steps

Access Community Health CentersFederally Qualified Community Health Center in 2002In operation since 1982Five clinics in south central Wisconsin Primary care medical, dental, behavioral health and pharmacy servicesOver 26,000 patients and 120,000 visitsTwo sites are level 3 PCMH accredited by NCQA; third to be submitted in Fall 2014EMR hosted by UW Health platform

Organizational Life Cycle

Organizational Life Cycle StagesAdapted from Forward Community InvestmentsIdea/ InventionStart-upAdolescentMatureProgramPrograms emerge in response to community needPrograms become formalizedInitial programs become well-established and new programs emerge

Rudimentary measurements used to evaluate outcomesPrograms are well-established

Greater reliance on strategic planning

Metrics and internal structure in place to measure outcomes

Organizational Life Cycle StagesCredit Forward Community InvestmentsIdea/ InventionStart-upAdolescentMatureManagementVisionary leadership

High energyExecutive Director is sole or primary decision-maker

Executive Director heavily involved in design and delivery of programs

Little hierarchyStrategic division of labor begins

Executive Director role become more specialized

Shared decision- making with a small trusted group

Executive Director less accessible to staffDelegation of authority and clear accountability

Management and decision-making structure emerges

Need for succession plan emerges

Organizational Life Cycle StagesCredit Forward Community InvestmentsIdea/ InventionStart-upAdolescentMatureStaffVolunteer-driven or Executive Director is sole staff personVery small and enthusiastic staff

Sense of family exists

Administrative functions outsourcedAdministrative staff are hired and more functions pulled in-house

Roles begin to be more defined and formalizedManagement role emerges

Greater need for professional development, including managers

May be a need for salary review and comparison

Greater diversity in staffing

Organizational Life Cycle StagesCredit Forward Community InvestmentsIdea/ InventionStart-upAdolescentMatureGovernanceBoard has strong emotional connection to mission

Board often hand-picked by founderBoard is involved in day-to-day operations

Board operates informally

Board is small, homogeneous and collegial

Expansion and diversification of board membership begins

Role becomes more tactical and strategic

Growth and emphasis on the need for formalized board development

Board relationships and functions more formal

Board is focused on organizational sustainability

Board accountability and annual assessment initiated

Access Leadership Structure

Access Leadership GroupsOfficersProgram DirectorsSite Directors and ManagersCoordinators

Management Skills Development

History2011New Hire, Exit and Employee Satisfaction Surveys all indicated that management training is priority need at AccessHR Director formed a committee of Directors and Managers to explore management training needsSurveyed Leadership/Management staff to determine needsDeveloped Leadership Development Training Meeting Officers to Coordinators are expected to attendMeets once per month for one hourGoal is to present management training and information that is utilized on a daily basisExpectation is that attendees will share relevant information with their staffFocus is management-based training and information

History2013The Director group assumed responsibility for developing topics for meeting2014First meeting of the year was focused on determining what topics attendees most wantedMost requested training was soft skills - How to deal with conflictLed to entire group participating in 1.5 days of conflict resolution trainingLed to having a 10 minute update each meeting from a site or a program

TopicsExamples of Topics:Quality ImprovementIncident ReportingHIPAARevenue CycleEmergency PreparednessMission and ValuesAA/EEO and Employee RecruitmentSexual HarassmentBehavioral Health Model of CareEffective MeetingsChildren and Poverty

Topics ContinuedOrganizing desktop and filesCrisis CommunicationHow Access is fundedFMLADiversity/InclusivityAffordable Care ActReview of New Policies and ProcedurePharmacy and Lab ChangesInternal CommunicationsRisk ManagementBullying in the Workplace

PresentersPrimary presentation is often done by an Access staff member, but have also utilized outside speakers.

Outside speakers have been from UW; EAP provider; insurance providers, organizations attorney. All have been happy to do these presentations free of charge.

FutureStarted out begging for topics and presenters. Now we have a wait list!

Implementing teleconferencing for this meeting38 staff members are invited to this meetingAverage attendance of 30

Management Training2013Implemented Monthly Management Training sessions for all staff who manage/supervise employeesNew Managers are scheduled to attendAll Other Managers are invited to attendAttendance is generally 10 to 15 peopleRotate topics

Management Training TopicsEmployee Handbook viewed in the eyes of a ManagerHR Data & StatisticsCredentialingTime sheetsEmployee Relations & Positive Management TraitsPerformance Management: Coaching, Counseling and Progressive DisciplineRecruitment Process and Effective InterviewingFMLAADP and Access NowAccounting Budgeting and InvoicesCommunity Resources

Management Training Topics Cont.Communications & Development (A history of Access, grants and funding)Access Finances: how does the Revenue Cycle work?HIPAA & ConfidentialityIncident Reports & Workers CompensationQuality Improvement

Leadership Skills Development

Focus AreasFinancial ManagementInterpersonal SkillsProcess Improvement and Project Management ToolsBrand Management

Financial ManagementRevenue Cycle-resources from STAR and UW HealthClinician and StaffCharge Capture andDocumentation

Financial ManagementAlignment of Budgeting Process with Strategic Planning ProcessResource decisions based on strategic goals and objectivesFuture Ideas/Thoughts/PlansWork with STAR initiative on training for leadership team

Interpersonal SkillsOutside ConsultantCreating an Inclusive Organization How your life experiences and assumptions affect your understanding of and actions toward inclusivityHow oppression operates on individual and institutional levels and how you may unintentionally exclude peopleYour privileges and how to use them with integrity to enhance inclusivityDifferences between nondiscriminatory and inclusive behaviors at the personal and institutional level

Interpersonal SkillsOutside ConsultantMeeting Facilitation SkillsUse group agreements to create inclusive meetingsDesign outcome-based agendas that get tasks accomplishedAssess the pros/cons of different decision-making rulesLearn a tool to clarify the degree of agreementUse meeting evaluations to maintain effective group process

Interpersonal SkillsOutside ConsultantConflict Management SkillsHow your history with conflict impacts your current responsesThe differences between win/lose and win/win responses to conflictHow to check out assumptions before they escalate into conflictHow to be more grounded when having challenging conversationsHow to identify and express your underlying needsHow to use inquiry to enhance your ability to listenWays to discover common ground and achieve win-win solutionsFuture Ideas/Thoughts/PlansBring back meeting facilitation skills post process improvement and project management training

Process ImprovementHow do we become better at everything we do?Common language and tools for process improvement workDecision to focus on Lean

Process ImprovementLean TrainingQuality Director and Chief Medical Officer both Six Sigma Yellow Belt certified through UW Madison School of Business Center for Professional and Executive Development

Process ImprovementLean TrainingLean training for leadership team through the STAR Initiative and Kay BrewerThe STAR Initiative and Intro to KaizenWhat is A3?Business CaseObservation and process mappingCurrent StateRoot Cause Analysis Identify future stateProcess mapping and counter measuresRules in useImplementation planVisual management, team leaders, measures and data

Process ImprovementLean TrainingFuture Ideas/Thoughts/PlansThedaCare Center for Healthcare ValueCreating a Lean Culture Articulate what culture is, how it evolves over time, and how it changesUnderstand how culture manifests itself in an organizationDevelop an understanding of current cultural attributes in their organization and implications for changeCreate an individualized draft plan for cultural change in their organization using lean tools

Project ManagementHow do we become better at everything we do?Common language and tools for project management workCompliments use of Lean tools

Project ManagementProject management training for key staff members through UW Madison School of Business Center for Professional and Executive DevelopmentFuture Ideas/Thoughts/PlansHigh level project management training for extended leadership team

Brand ManagementAs leaders, everyone is responsible for the reputation of the organizationCrisis management and communication planTraining through outside consultantExtended leadership team training on how to execute the planKey leaders received media trainingFr