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 Federally Qualified Community Health Center in 2002 In operation since 1982 Five clinics in south central Wisconsin Primary care medical, dental, behavioral health and
pharmacy services Over 26,000 patients and 120,000 visits Two sites are level 3 PCMH accredited by NCQA; third
to be submitted in Fall 2014 EMR hosted by UW Health platform
Organizational Life Cycle
Organizational Life Cycle StagesAdapted from Forward Community Investments
Idea/ Invention Start-up Adolescent Mature
Program Programs emerge in response to community need
Programs become formalized
Initial programs become well-established and new programs emerge
Rudimentary measurements used to evaluate outcomes
Programs are well-established
Greater reliance on strategic planning
Metrics and internal structure in place to measure outcomes
Organizational Life Cycle StagesCredit Forward Community Investments
Idea/ Invention Start-up Adolescent Mature
Management Visionary leadership
High energy
Executive Director is sole or primary decision-maker
Executive Director heavily involved in design and delivery of programs
Little hierarchy
Strategic division of labor begins
Executive Director role become more specialized
Shared decision- making with a small trusted group
Executive Director less accessible to staff
Delegation of authority and clear accountability
Management and decision-making structure emerges
Need for succession plan emerges
Organizational Life Cycle StagesCredit Forward Community Investments
Idea/ Invention Start-up Adolescent Mature
Staff Volunteer-driven or Executive Director is sole staff person
Very small and enthusiastic staff
Sense of “family” exists
Administrative functions outsourced
Administrative staff are hired and more functions pulled in-house
Roles begin to be more defined and formalized
Management 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 Investments
Idea/ Invention Start-up Adolescent Mature
Governance Board has strong emotional connection to mission
Board often hand-picked by founder
Board 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 Groups
Officers Program Directors Site Directors and Managers Coordinators
Management Skills Development
History
2011 New Hire, Exit and Employee Satisfaction Surveys all indicated that
management training is priority need at Access HR Director formed a committee of Directors and Managers to explore
management training needs Surveyed Leadership/Management staff to determine needs Developed Leadership Development Training Meeting Officers to Coordinators are expected to attend Meets once per month for one hour Goal is to present management training and information that is utilized on a
daily basis Expectation is that attendees will share relevant information with their staff Focus is management-based training and information
History
2013The Director group assumed responsibility for developing topics for meeting2014First meeting of the year was focused on determining what topics attendees most wanted Most requested training was “soft skills” - How to deal with
conflict Led to entire group participating in 1.5 days of conflict
resolution training Led to having a 10 minute update each meeting from a site or a
program
TopicsExamples of Topics: Quality Improvement Incident Reporting HIPAA Revenue Cycle Emergency Preparedness Mission and Values AA/EEO and Employee Recruitment Sexual Harassment Behavioral Health Model of Care Effective Meetings Children and Poverty
Topics Continued…… Organizing desktop and files Crisis Communication How Access is funded FMLA Diversity/Inclusivity Affordable Care Act Review of New Policies and Procedure Pharmacy and Lab Changes Internal Communications Risk Management Bullying in the Workplace
Presenters
Primary 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, organization’s attorney. All have been happy to do these presentations free of charge.
Future
Started out begging for topics and presenters. Now we have a wait list!
Implementing teleconferencing for this meeting 38 staff members are invited to this
meeting Average attendance of 30
Management Training
2013Implemented Monthly Management Training sessions for all staff who manage/supervise employees New Managers are scheduled to attend All Other Managers are invited to attend Attendance is generally 10 to 15 people Rotate topics
Management Training Topics Employee Handbook viewed in the eyes of a Manager HR Data & Statistics Credentialing Time sheets Employee Relations & Positive Management Traits Performance Management: Coaching, Counseling and Progressive
Discipline Recruitment Process and Effective Interviewing FMLA ADP and Access Now Accounting – Budgeting and Invoices Community Resources
Management Training Topics Cont.
Communications & Development (A history of Access, grants and funding)
Access Finances: how does the Revenue Cycle work?
HIPAA & Confidentiality Incident Reports & Workers Compensation Quality Improvement
Leadership Skills Development
Focus Areas
Financial Management Interpersonal Skills Process Improvement and Project
Management Tools Brand Management
Financial Management Revenue Cycle-resources from STAR and UW Health
Credentialing and Provider Enrollment
Contracting
Scheduling
Registration
Prior Authorization
Coding and Charging
Claims/ Payment Posting
Insurance and Self-pay
Follow-up
Clinician and StaffCharge Capture and
Documentation
Financial Management Alignment of Budgeting Process with Strategic
Planning Process Resource decisions based on strategic goals and
objectives Future Ideas/Thoughts/Plans
Work with STAR initiative on training for leadership team
Interpersonal Skills Outside Consultant
Creating an Inclusive Organization How your life experiences and assumptions affect your
understanding of and actions toward inclusivity How oppression operates on individual and
institutional levels and how you may unintentionally exclude people
Your privileges and how to use them with integrity to enhance inclusivity
Differences between nondiscriminatory and inclusive behaviors at the personal and institutional level
Interpersonal Skills Outside Consultant
Meeting Facilitation Skills Use group agreements to create inclusive meetings Design outcome-based agendas that get tasks
accomplished Assess the pros/cons of different decision-making
rules Learn a tool to clarify the degree of agreement Use meeting evaluations to maintain effective group
process
Interpersonal Skills Outside Consultant
Conflict Management Skills How your history with conflict impacts your current responses The differences between win/lose and win/win responses to conflict How to check out assumptions before they escalate into conflict How to be more grounded when having challenging conversations How to identify and express your underlying needs How to use inquiry to enhance your ability to listen Ways to discover common ground and achieve win-win solutions
Future Ideas/Thoughts/Plans Bring back meeting facilitation skills post process
improvement and project management training
Process Improvement How do we become better at everything we
do? Common language and tools for process
improvement work Decision to focus on Lean
Process Improvement Lean Training
Quality Director and Chief Medical Officer both Six Sigma Yellow Belt certified through UW Madison School of Business Center for Professional and Executive Development
Process Improvement Lean Training
Lean training for leadership team through the STAR Initiative and Kay Brewer The STAR Initiative and Intro to Kaizen What is A3?
Business Case—Observation and process mapping Current State—Root Cause Analysis Identify future state—Process mapping and counter
measures Rules in use Implementation plan—Visual management, team leaders,
measures and data
Process Improvement Lean Training
Future Ideas/Thoughts/Plans ThedaCare Center for Healthcare Value—Creating a
Lean Culture Articulate what culture is, how it evolves over time, and how
it changes Understand how culture manifests itself in an organization Develop an understanding of current cultural attributes in
their organization and implications for change Create an individualized draft plan for cultural change in their
organization using lean tools
Project Management How do we become better at everything we
do? Common language and tools for project
management work Compliments use of Lean tools
Project Management Project management training for key staff
members through UW Madison School of Business Center for Professional and Executive Development
Future Ideas/Thoughts/Plans High level project management training for
extended leadership team
Brand Management As leaders, everyone is responsible for the
reputation of the organization Crisis management and communication plan Training through outside consultant
Extended leadership team training on how to execute the plan
Key leaders received media training Front line staff listening sessions
Brand Management Future Ideas/Thoughts/Plans
The plan is updated semi-annually: Update names, numbers, email addresses and media
contacts Annual “binocular session” is held with Strategic Leadership
Team Distribute updated memory sticks to full management team
Annual training is offered: Conduct media training for key leadership team members Implementation training and listening sessions for front-line
staff
Challenges/NextAreas of Focus
Future
Further penetration of skills across the organization
More staff engagement