2019 Annual Conference Leadership Boot Camp LEADING THROUGH CHANGE AND DISRUPTION Jackie Gaines, Senior Director National Speaker, Author 2 © 2017 Huron Consulting Group Inc. and Affiliates. All Rights Reserved. THE WAY WE WERE…
2019 Annual ConferenceLeadership Boot Camp
LEADING THROUGH CHANGE AND DISRUPTION
Jackie Gaines, Senior Director National Speaker, Author
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THE WAY WE WERE…
2019 Annual ConferenceLeadership Boot Camp
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This Photo by Unknown Author is licensed under CC BY
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SESSION OBJECTIVES
1Discuss the impact of change in healthcare today
3Identify the eight sequential steps in managing change
2Offer useful tips in how leaders can manage through change
4Review the importance of self-reflection as a critical element of leadership success
2019 Annual ConferenceLeadership Boot Camp
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How we respond determines ourdestiny
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Our usual response
2019 Annual ConferenceLeadership Boot Camp
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Change Can
Sometimes Blur Our Focus on the Most Important
Things
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Change in Healthcare
• The most challenging aspect of business is leading and managing change
• Change is constant in a dynamic environment
• The only certainty is continuing uncertainty
• Competitive advantages do not last
• Leaders must:• Be open to change• Create/identify need for urgent action• Become change agents in stimulating,
implementing and supporting change in the organization
2019 Annual ConferenceLeadership Boot Camp
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“The biggest and most profound challenge we’ve had
to deal with- and the one that’s requiring the biggestadjustments inside organizations- is our industry’smove from episodic change to continuous change.”
~Quint Studer
A Culture of High Performance
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So, What’s Changing for Your Organization…Your Role as a Leader?
2019 Annual ConferenceLeadership Boot Camp
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So what has not changed in health care?
Passion is lived out in each of us, our work and our commitment to the communities we serve.
The desire to do purposeful, worthwhile work, and make a difference- our core values (the glue in our sneakers).
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Building a Culture of Quality ALWAYS• Continuous readiness versus spot
readiness• Transparency makes everyone an
“oversight” body• Organizations must maintain a
“culture of always”
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Drivers of Change and Disruption Today
• MACRA/NCQA/Federal Mandates/Medical Home
• Consumer decision making; consumer mobility
• Medicaid Managed Care• Value-based purchasing (Added
Value Versus Volume)• Rapid growth• Executive Level Turnover• Engaged employees and
physicians• Generational variance (employees,
providers and patients)• And more…
Know your internal and external drivers of change!
2019 Annual ConferenceLeadership Boot Camp
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Our Future Viability
We must transform, grow and optimize our resources to remain viable through all the disruptions we may face.
We must own our future!
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External Drivers of Change
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External Drivers of Change
Reimbursement Models, MACRA
Patient Choice
& Access
Nursing Shortage
Competition for Talent and Patients
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What Internal Pressures Will Impact Your Organization Over the Next Year?
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What Internal Pressures Will Impact Your Organization Over the Next Year?• Proficient and engaged staff• Change and managing that change• Rapid growth and construction projects• To have a cohesive and quality medical staff• Loss of key leaders (retirement)• Generational differences• Implementation of the next generation of Electronic Health Records• The addition or reduction of new service lines
We must transform, grow and optimize our resources to remain viable through all the disruptions we may face.
We must own our future!
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What Will You Individually Adjust in Response?
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We are in a Marathon Not a Sprint!
• Leaders and Providers will require different skills, different muscles, different tools to effectively run the distance
• Today, training must be for continuous change (proactive and not reactive)
• We must train to achieve organizational goals, fill the gap where there are weaknesses and be prepared to mentor others to sustain excellence
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Moving From Sprinter to Marathon Runner Requires New Skills:
Leadership Development is Mission Critical!
We have to consistently develop the skills leaders need to be successful to remain ahead of our competitors.
Training isn’t a one time deal because health care is always changing; we have to be lifelong learners to provide the safest care for patients and a healthy work environment for employees.
We must train to achieve organizational goals, fill the gap where there are weaknesses and be prepared to mentor others to sustain excellence.
2019 Annual ConferenceLeadership Boot Camp
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But, We Don’t Like Change…Even For The Right Reasons!
New can be distracting and take us out of our comfort zone.
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“Grandma, help me tie my shoe…please!”
2019 Annual ConferenceLeadership Boot Camp
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What are Common Reactions to Change?
• Confusion• Anxiety• Procrastination (Gradual Change)• Frustration• False Starts• Anger• Denial/Refusal to Participate• Excitement• Other?
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What Influences Our Reaction to Change? Positive or Negative
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Maximize Your Ability To Influence Change
Leadership
Self-Check
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Understand Leadership POWER
The ability to get others to do what you want them to do.
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Traits Often Shared by Effective Leaders
Drive High energy, displays initiative and is tenacious.
Self-confidence Trust themselves and their abilities.
Creativity Original in their thinking.
Critical ThinkerAble to integrate and interpret information.
.
Industry knowledge Know their industry and its technical foundations.
Motivation Enjoy influencing others to achieve shared goals.
Flexibility Adapts to fit the needs of followers and demands of situations.
Honesty and integrity Trustworthy and dependable
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Eliminate the We/They Culture“We must be on the same team to be successful”
You are not “fighting” leadership for them. YOU are a part of leadership
Assess Your Present Level of Personal Empowerment. (Be honest.) Look in the mirror.
It’s All about Effective Communication!
Employ active, empathetic listening
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EMPOWER SELF AND OTHERS“Smart leaders surround themselves with smart team members”
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Personal Empowerment
• Assess your present level of personal empowerment. (Be honest.) Look in the mirror
• Determine whether your performance falls below, meets, or exceeds organizational expectations.
• If your performance is below expectations, assess your level of commitment. (Are you willing to exceed the expectations of leadership?
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• By empowering others, leaders tap unlimited resources available to them by allowing others to grow.
• When assessing capabilities, consider the following based on the individual’s capabilities and seriousness of the consequences from the individual’s action/inaction :
• Willingness to accept empowerment
• Training
• Judgment
• Experience
•
Empower Others
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The Spiral of TrustBy Trusting
You Encourage
• Participation
• Consensus
• Confidence
Your Subordinate shows
• Initiative
• Dedication
• Openness
It results in
• Accomplishment
• Pride
• Communication
And Leads to:
Confirmation of Trust
2019 Annual ConferenceLeadership Boot Camp
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Be the Change
You Want to See
Others!
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The Engagement
Model
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Choose Your Words Carefully
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Table Exercise: Discuss how you currently empower your staff to achieve team results. What tactics assist you in that process?
Leading Practices• Rounding for Outcomes (care, inclusion, personal
interest in their ideas) • Huddles (setting clear daily expectations, managing
up success)• Reward and Recognition (pride in what right looks
like)• Inclusion in Goal Setting/90 Day Action
Plans/Execution (alignment, enhanced commitment and ownership)
2019 Annual ConferenceLeadership Boot Camp
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I want this weight off now!!!!
Why do diets fail?
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Leading ChangeTable Exercise:
Think of a time you tried to implement a change with your staff/team and failed. What got in the way?
• Why is it so hard?
• Why do so many transformation efforts fail?
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Anchoring Change in Culture
Culture comes last, not first
Depends on results
Requires a lot of talk- Over Communicate !!!
May involve turnover
Makes decisions on succession crucial
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It’s All About Communication
2019 Annual ConferenceLeadership Boot Camp
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Effective Communication
• Empathy and understanding are the two most important aspects of communication
• Respond to emotions, but don’t react
• “I can see you’re upset. Let’s talk about what’s upsetting you.”
• Actively listening alone can sometimes satisfy the concerned party
• Do not interrupt• Nod and make eye contact• Acknowledge• Reflect the content• Do not make excuses!
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Listening
• “Listening, whether done by individuals or by companies and government, is a signal of respect. When people don’t feel listened to, they don’t feel respected. And when they don’t feel respected, they feel anger and resentment. This resentment is exacerbated if people think you’re pretending to listen but aren’t.”
• Hugo Powell
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The Suggested Sequence
WHY
WHAT
HOW
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Let’s Take a Break!
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Lessons learned:
Change Management is a Methodical Process
Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.
• Change process goes through a series of phases
• Critical mistakes in any of the phases can have devastating impacts
• A few errors can spell the difference between success and failure
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Valley of Despair
Uninformed Optimism
Immobilizationand Denial
Bargaining
Despair
Informed Pessimism Face The New Reality
Hopeful Optimism
Discovering the Devil in the Details
Informed Optimism
Structure aroundthe New Reality
Leverage the New Reality
Anger
Adapted by Keith McFarland. Author, The Breakthrough Company (2008) and Bounce (2009)
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Effective Change Processes Involves Eight Sequential Steps:
Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.
1. Establishing a Sense of Urgency2. Creating a Guiding Coalition3. Developing a Vision & Strategy4. Communicating the Change Vision5. Empowering Broad-based Action6. Generating Short-term Wins7. Consolidating Gains & Producing more Change8. Anchoring New Approaches in Culture
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“The biggest obstacle in achieving high performance is not achieving the needed urgency for change.”
Kotter, John P (2008) A Sense of Urgency. United States: Harvard Business Review Press.
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1. Establish a sense of urgency
• Change typically begins with someone noticing a vulnerability in the organization. They kick into action
• They try to communicate that sense of urgency to others
Tip:
Make the anxiety of not changing greater than the anxiety of changing.
Communicate consequences in inaction
Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.
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Bad results are a blessing and a curse
• Never waste the opportunities offered by a good crisis.
• Think about times of positive organizational change from a crisis? How did you communicate a sense of urgency?
• Example: Hurricane Hits Your Community
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2. Form a powerful guiding coalition
• Change efforts often start with just 1-2 people
• Ripple the impact to include more and more who believe the changes are necessary. (stakeholders)
• Gather a large enough initial core of believers (3-5 people)
• This initial group should be relatively powerful (formal and informal…not always the usual suspects)
• They help bring others on board with the new ideas.
Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.
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3. Create a vision
• A picture of the future that is relatively easy to communicate and appealing to the stakeholders
What will be better? How will I fit?
• Clarify the direction in which an organization needs to move
Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.