Nine Game Changing Stats for Today’s Physician Leader Examine the Health of Your Leadership

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Nine Game Changing Stats for Today’s Physician Leader

Examine the Health of Your Leadership

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Your physician leaders are at the apex of great industry change, of each and

every patient experience and the future leadership of your organization.

So how can you help them navigate roles that are becoming more challenging

in organizational structures blossoming with complexity?

We’ve compiled data from four different studies that looks at what health care

leaders are facing, what they say would make the greatest difference—and the

key leadership differentiators for organizational success.

Change Sets the Agenda Health care leaders feel the impact of change and are

looking for the skills to manage it.

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Highest Highs, Lowest Lows, 2012

Driving and managing change

Executing organizational strategy

Building customer satisfaction and loyalty

Identifying and developing future talent

Coaching and developing others

Making difficult decisions

Fostering creativity and innovation

Improving employee engagement

63%

52%

34%

37%

32%

28%

29%

38%

29%

36%

28%

23%

26%

28%

25%

24%

Health Care

Other U.S.

Culture Fit a Top Priority As physician leaders hire, examining motivational and culture

fit is critical for building a successful team.

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2 63% 60% 53%

46%

34%

17%

Culture fit Patientfocus

Clinical skills Teamorientation

Education Residencyevaluations

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HR Responses to importance of these criteria.

HR in a Tug O’ War with Talent, 2011/2012

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3 Leadership Acceleration isn’t Being Adopted Fast Enough It’s about more than development needed today—it’s also where

the organization and the role are headed tomorrow.

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Highest Highs, Lowest Lows, 2012

35%

Number of organizations that

have an effective development

system for frontline, mid-level,

or senior leadership.

Your Future CMO is Hidden in Your Organization

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4

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Only 1 in 4 organizations have a process for growing

high potentials. Identifying and developing individuals is a

requirement for a healthy bench across all leadership roles.

Highest Highs, Lowest Lows, 2012

Better Leaders Can Create a Better Patient Experience

HCAHPS Study, 2011 3 4 5 6 7 8 9

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There was a parallel between hospitals in the top tier of

HCAHPS scores and those who had the highest leader quality.

High or Very High

Very Low or Low

40% 16%

21% 45%

% of hospitals in top tier of all HCAHPS scores

% of hospitals in bottom tier of all HCAHPS scores

(not so) EFFECTIVE LEADERSHIP SUCCESSION

Bench Strength Confidence Low Only 10 percent of HC organizations felt they were successful

in succession—staggering when you consider retirements and

changes across the industry.

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6 10%

19%

Health Care

Other U.S.

Highest Highs, Lowest Lows, 2012

The climb up the ladder may create negative emotions due to

change in role and expectations. These feelings are even more

acute for health care leaders.

Leaders Face Mixed Emotions Over Transitions

DDI Leadership Transitions Data

of health care leader respondents, 2013 1 2 3 4 5 6 7 8 9

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29%

71% Frustrated, anxious

and uncertain

Confident, excited,

and proud

34% business acumen

39% financial acumen

39% ability to drive change

42% ability to coach others

44% ability to deal with complexity/ ambiguity

Promotions Requires More than a Larger Paycheck Health care leaders said these skills would have helped them

make a more successful transition.

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DDI Leadership Transitions Data

of health care leader respondents, 2013

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There is a wide gap between the top tier HCAHPS scores

and the bottom tier when it comes to management culture.

Management Culture Trickles Down to Patient Satisfaction

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HCAHPS Study, 2011

Power and influence held by those who value innovation and change

Employees/leaders have the opportunity to innovate/create

Status & influence is based on ability to lead, contributions,

& performance

We have open, vigorous, and uncensored discussions around strategy

and key business decisions

We balance our focus on growth with a commitment

to sustainability and socially significant goals

Organizational structure is fluid, flexible, and nimble

81%

59%

56%

36%

67%

47%

40%

22%

78%

61%

51%

34%

% of leaders in top-tier hospitals who agree with statement

% of leaders in bottom-tier hospitals who agree with statement

Nine Game Changing Stats for Today’s Physician Leader Sources

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9 Highest Highs, Lowest Lows: Health Care Industry Highlights 2012

Taken from a segment of DDI’s Global Leadership Forecast 2011, of 67 HR professionals

and 756 leaders in U.S. health care organizations.

Driving Health Care Patient Satisfaction (HCAHPS) Through Talent Management

Practices, 2011

Data from HCAHPS scores for the 47 hospitals that participated in DDI’s Leadership Forecast

along with responses from those organizations on their leadership programs.

HR in a “Tug o’ War” with Talent - 2011/2012 Selection Trends in Health Care

Data includes responses from 528 people who are currently employed by or seeking a job

with a health care organization and 110 HR professionals who are currently employed in a

health care organization.

DDI’s Leadership Transitions Data, 2013

Data from 41 U.S. health care leaders (slice of total leader responses of 577) who have made

a leadership transition in the last 3 years.