Leadership in the New Health Care World of Leadership in the New Health Care World of

Local Health Integration NetworksLocal Health Integration Networks

Carol Annett, VHA Home HealthCare

National Healthcare Leadership Conference 2007

c1

Slide 1

c1 cannett, 10/31/2006

LHIN CONTEXT

• “Made in Ontario” form of regionalization

• What’s New?

– Legislation

– Funder

– Relationships

– Expectations and accountabilities

– Emphasis on local integration and

horizontal initiatives

HOME CARE CONTEXTHOME CARE CONTEXT

• Managed competition

• Consolidation – of buyers and providers

• Acuity and complexity of clients

• No control over work environment

• Undervalued component of health care system

ORGANIZATION CONTEXTORGANIZATION CONTEXT

• VHA Home HealthCare > 80 years in service

• accredited not for profit home care provider of nursing, personal support and homemaking services

• > 1,200 staff provide complex care & simple comforts to > 15,000 each year across the GTA & in south western Ontario

• United Way member agency – offering a variety of community support services

CHALLENGES CHALLENGES • Unrelenting crush of change

• Changing demographics

• Chronic disease management

• Access and wait times

• Shortages of talent

• Diversity in the workforce

• New technology

• Quality/Safety/Performance Improvement

• New organizational structures/ systems/models of

service delivery

• Turbulent and competitive environment

• Stakeholder skepticism/cynicism

WIZARD OF OZ ANALOGYWIZARD OF OZ ANALOGY

“…there’s no place like home!”

• Scarecrow – brain

• Lion – courage

• Tin Woodsman – heart

• Dorothy

BRAIN

• IQ – Conceptual Thinking

• Emotional Intelligence

• Executive Intelligence

• Systems Thinking

EMOTIONAL INTELIGENCEEMOTIONAL INTELIGENCE

effectiveness in leading change

persuasiveness

expertise in building and leading teams

Social Skills

expertise in building and retaining talent

cross-cultural sensitivity

service to client and customers

Empathy

strong drive to achieve

optimism, even in the face of failure

organizational commitment

Motivation

trustworthiness and integrity

comfort with ambiguity

openness to change

Self-regulation

self-confidence

realistic self-assessment

self-deprecating sense of humour

Self-awareness

HallmarksHallmarksComponentsComponents

EXECUTIVE INTELLIGENCEEXECUTIVE INTELLIGENCE ––Justin MenkesJustin Menkes

• Aptitude for executive work is determined by

a certain set of cognitive skills

• Testing tool used by largest US executive

search firm, Spencer Stewart

• Focuses on 3 areas:

– accomplishing tasks;

– working with other people; and

– a critical view of self

SYSTEMS THINKINGSYSTEMS THINKING

• Wave vs. Ocean Mentality

• Systems architects

COURAGE COURAGE

• Challenge the status quo

• Draw out and deal with conflict

• Take risks

• Learn from failures

• Instill courage in others to follow

• Lead change

““ItIt’’s not the strongest of the species that s not the strongest of the species that

survives nor the most intelligent but the survives nor the most intelligent but the

one most responsive to changeone most responsive to change””

Charles Darwin

LEADING CHANGELEADING CHANGE

• Change leadership/organizational

transformation must become a core

competency

• Starfield Consulting study on successful

cross-boundary change initiatives in the

government and health care sectors

(Sharon King and Larry Peterson –

www.starfield.ca)

KEY FINDINGSKEY FINDINGS

• Effective Leaders Command and Let

Go of Control

• Effective Engagement is an Absolute

Imperative

• Leaders Proactively Create

Environments that Foster Change

SUCCESSFUL LEADERS SUCCESSFUL LEADERS

FOCUSED ONFOCUSED ON……

• Strategically building momentum – to

get results

• Creating and keeping alive a shared

vision

• Nurturing collaboration and initiative

CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS

FOR CHANGEFOR CHANGE

HEART HEART

Outstanding leaders appeal to the hearts of their followers – not their minds.”

Author Unknown

• Passion and compassion

• Mission driven

• Relationship builder/interpersonal skills

DOROTHYDOROTHY

• Professional will + humility

• Strong communication skills

• Ability to harness diversity

““WEWE’’RE NOT IN KANSAS RE NOT IN KANSAS

ANYMORE TOTO!ANYMORE TOTO!””

• New world – new culture – new ways

• Competencies can be learned

• Need to recognize, celebrate and

encourage leadership at all levels