What Makes A Leader? Competencies for the

New Healthcare

January, 2015

Carol Jennings, Sr. Director

Organization Development &

Training

Session Highlights

• The industry demands the right leadership

competencies.

• The role of leaders during change – lead or

manage?

• We have to get better at developing our leaders.

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Memorial Hermann Health System

• Total hospitals: 12

– Acute Care Hospitals: 9

– Children’s Hospitals: 1

– Rehabilitation Hospitals: 2

• Heart & Vascular Institutes: 3

• Neuroscience Institutes: 1

• Sports Medicine Institutes: 3

• Trauma Institutes: 1

• Substance abuse treatment center: 1 3

• Houston & Southeast Texas

• Founded 1907

• 22,000 employees

• Annual community benefit: $350 million

• Annual emergency visits: 477,000

• Annual deliveries: 24,000

• Annual Life Flight air ambulance missions:

3,000

Top 100 Hospitals 2010, 2011, 2012, 2013, 2014

2010, 2011, 2012, 2013,

2014

TIRR Memorial

Hermann Ranked # 3

National Quality Forum

National Quality

Healthcare Award

Memorial Hermann Health System

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Our Memorial Hermann Physician Network, MHMD, comprises physicians

from Memorial Hermann Medical Group, UTHealth and private physicians and

specialists for a total of 5,500 physicians.

Memorial Hermann Health Solutions’

subsidiaries offer comprehensive,

integrated health solutions that deliver

quality benefits while helping to contain

costs.

Memorial Hermann Leaders

Approximately:

• 150 Executives

• 350 Directors

• 650 Managers

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Leadership Competencies - History

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PRESIDENT’S

COUNCIL &

EXECUTIVE

COUNCIL

LEADERSHIP

COUNCIL

DIRECTOR MANAGER

Strategic Agility Business Acumen Business Acumen Developing Direct

Reports

Business Acumen Building Effective

Teams

Customer Focus Customer Focus

Building Effective

Teams

Drive For Results Drive For Results Drive For Results

Critical

Competencies

Drive For Results Interpersonal Savvy Interpersonal Savvy Innovation

Management

Interpersonal Savvy Motivating Others Motivating Others Interpersonal Savvy

Motivating Others Priority Setting Priority Setting Motivating Others

Priority Setting Organizational

Agility

Decision Quality Listening

Organizational Agility Innovation

Management

Directing Others Process Management

Core

Competencies

Ethics And Values, Integrity and Trust, Managing Vision and Purpose, Work Life Balance

LEADERSHIP TRACK COMPETENCIES – 2009

MEMORIAL HERMANN

LEADERSHIP PIPELINE

LEADERSHIP COMPETENCIES

Competitive

Advantage

Leadership

Selection

Promotion

Management

Orientation

Performance

Feedback

Reward &

Recognition

Leadership

2007

Succession

Planning

Mentoring

Individual

Development

Plans

Leadership

Certification

Transitioning

Into

Management

Leadership

Forums

Individual

Leadership

Competency

Development

Partners In

Caring

Culture

Valuing

Diversity

MHHS Purpose, Values & Strategies

Financial

Management

Customer

Relations

Management

Ethics

&

Values

Managing

Vision &

Purpose

Integrity

&

Trust

MEMORIAL HERMANN

LEADERSHIP DEVELOPMENT

• Quarterly Leadership Meeting

• President’s Lunch

• Leadership Retreat

• Leadership 2004 & Beyond

• Performance Evaluations/180

• Annual Development Plans

• Nursing Academy

• Leadership Mentoring

Core

Learning

Modules

6-16-04smb

New Manager Prereqs: I. Transitioning Into Management II. Management Orientation

(New to Management Role) (Manager New to MHHS)

Ongoing

Certification

Requirements (16 Hrs./2 Yrs.)

Initial

Certification

Requirements

Teambuilding

Change

Management

Quality

Principles of Leadership

Spirituality

Leadership Development

Transitioning Into Management – within 3 months

Management Orientation – within 6 months

Leadership Certification – within 24 months

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Leadership Development

Change of focus to managers

• FrontLine Leadership – within 3 months

– 4-days

– Basic skills – communication, delegation,

finance

– Collaboration

– Building a cohort of new leaders

• Extensive involvement of leaders of participants,

evaluation, tracking, metrics

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The Changing World of Healthcare

Healthcare Reform

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The Changing World of Healthcare

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The Changing World of Healthcare

Profile of the New Healthcare Leader??

We asked the LEADERS through a series of

interviews

To lead Memorial Hermann for the next 5

years, what are the required skills and

abilities? What will our leaders need to

exhibit to bring our desired culture and

Map 2 to reality?

Their answers became the Leadership

Competencies

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Culture

All leaders will need to role model this culture and build workplaces that are:

• Innovative

• Accountable

• Empowered

• Collaborative

• Compassionate

• Results Oriented

• One Memorial Hermann

Leadership Competencies

• Building Talent

• Hard Wiring the Culture

• High Impact Communication

• Leading Change

• Partnering

• Rapid Re-alignment

• Strategic Integration

Leadership Competencies

Strategic Integration: Identifies how

strategies should affect resource

allocations, expectations, roles, and

practices and aligns them. Proposes

solutions that optimally benefit the system

over individual/local interests.

Rapid Re-alignment: Quickly aligns all

aspects of work with the new business

model and builds agile work practices.

Involves others in ways that speed up and

strengthen engagement and commitment.

Partnering: Collaborates to achieve

system goals. Seeks partnerships. Builds

teams that partner well. Holds self and

staff accountable for playing well with

others. Builds trust and connection.

Hard Wiring the Culture: Models the

culture. Aligns all aspects of work to

reinforce culture. Holds self and others

accountable for modeling culture. Inspires

cultural excellence.

Leading Change: Ensures success of

changes through decision making,

resourcing, planning, execution,

measurement, follow-up and training.

Attends to people, structure, and process

needs and knocks down barriers.

High Impact Communication:

Communicates to move things forward.

Builds collaboration and meeting skills

throughout the organization. Inspires,

clarifies, and focuses others.

Building Talent: Assesses and manages

talent pool. Builds systemic bench strength

and shares talent. Provides developmental

experiences. Coaches and mentors.

Leadership Competencies

Leadership Buy-In

• At the Annual Leadership Meeting we asked 600 leaders

to assist in building Leadership Field Guide for

Competencies by providing:

– Behavioral Description – through the eyes of manager,

director, senior

– Actions for Leaders

– 2 Interview Questions

– Story to demonstrate in use

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Building Talent: Competency Description

WHAT: Talent builders make developing others a core part of their work and they hold themselves and other leaders accountable for developing talent. They are proactive about ensuring that employees are given substantive feedback about their development needs, and provide productive developmental experiences. They provide coaching and clear information about potential career paths. As a system of over 20 thousand employees and nearly 1,500 leaders, we need to have strong systemwide practices for building talent and bench strength for key roles.

BARRIERS: Many leaders will say that time is the barrier that gets in the way of building talent. It takes a commitment of time and resources to ensure that people grow. The best talent builder don’t have lighter schedules that allow them to spend more time with their people – they make it a priority in spite of their other responsibilities. Another barrier is comfort. Leaders don’t want to lose their top talent and some don’t encourage growth if this means transferring to another role or taking on a different project. This very human response never works because your best performers will leave or wither if they are not developed.

REFLECTION QUESTIONS: •Do my best performers know that we regard them as key talent? •What have I done to help prepare top performers for their next role? If a job opened up, would they be ready? •Do my team members feel as though their development is a top priority for me? How do I show this? •Given our time and resource constraints, how can I ensure that my team members keep growing? • Who have I coached this month?

Building Talent: Behaviors & Best Practices

Builds Bench

Strength for Key

Roles

Assesses

Talent, Gaps,

and at Risk

Roles

Discusses

Development

Plans

Knows Team

Members’

Career Goals

Uses

Development

Assignments

Shares Talent,

Encourages

Moves

Provides

Candid and

Actionable

Feedback

Quarterly One-

on-ones

Holds Staff

Accountable for

Development

Building Talent: Resources

• Internal Resources:

– Retention Engine I & II

• Books:

– Talent Pipeline: How to Build the Leadership Powered Company by Ram Charan

– What Got You Here, Won’t Get You There by Marshall Goldsmith

– It’s Your Ship by D. Michael Abrashoff

– The Talent Masters by Bill Conaty and Ram Charan

• Websites/Articles:

– Talking the Talk: Jeff Schwartz on Building Talent During a Downturn http://knowledge.wharton.upenn.edu/article.cfm?articleid=2557

– How to Build Talent Faster and Better Than the Competition http://blogs.kenan-flagler.unc.edu/2012/09/11/how-to-build-talent-faster-and-better-than-the-competition/

– Managers Build Talent http://www.allthingsworkplace.com/2009/07/managers-build-talent.html

Building Talent: Interview Questions

• Describe your team's talents and what you did to help develop them.

• What are the obstacles you have faced when trying to build your

staff's talents and skills and how have you overcome them?

• Tell me about a time when you mentored or coached an individual.

Describe the process – was it a positive experience?

• What goals have you set for yourself? How are you achieving these

goals?

• What is the last leadership book you read? What did you learn from

it?

• What have you done to develop high potential employees?

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Building Talent: Tips for Coaching

• When coaching another leader on the topic of how to build the competency of Building Talent, consider:

– Pairing him/her up with someone who is regarded as a strong talent builder to learn what he/she does and how he/she fits talent building into busy days.

– Modeling the practice by creating a development plan with creative development activities (assignments, projects, etc) and working that plan. Concurrently, have the manager do the same for one of his/her employees.

– Assess whether he/she uses the following talent building practices and how well these practices are working: developmental one-on-ones (not focused on tactical to-do lists), development plans, informal learning opportunities, coaching, mentoring, team learning, support of formal programs, work assignment changes, thorough feedback, assessments (360, behavioral, etc), talent sharing, etc.

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Different Approach It all starts at the top….

• Focus on senior leaders

– Will not attend a class

• Partnered with MBA students at University of

Houston

– Researched to find innovative approaches to

developing leaders

– Presented research to senior leaders to

determine which were appealing & why

• Built a plan

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How We Will Develop System Leaders

Audience JumpStart

(For New

Leaders)

Management

Essentials (For Managers,

using System

Content)

Leadership Labs (Strategically Focused

on Leadership

Competencies)

Informal

Learning (Portal,

blog,

webinars)

Additional

Important Topics (Offered and Initiated by

Local or Functional

Experts)

Executives Newly Hired Should not be

needed, optional.

Yes, delivered by

OD&T

Applies to

all

Leaders

• Processing Payroll

• Using MSS

• Compensation

Philosophies

• Interviewing Techniques

• Legal Considerations

• Compliance for Leaders

• HIPAA for Leaders

• Employee and Patient

Safety

• Financial Reports

• Budgeting and

Purchasing

• Key Yearly Processes

• Crucial Conversations

• Learning Maps

• Etc..

Directors Newly Hired Optional as

needed.

Yes, delivered by

OD&T

Managers Newly Hired

and Newly

Promoted

Yes Yes, delivered

locally by HRODs

(using system

content)

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Leadership Lab - Change

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Change Leadership

Change Leadership

Change

Leadership

Change

Management

Change Management

Change Management

Executives

Directors

Managers

12/2014

Leadership Lab - Change

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Learning

Methods

and Plan

Accelerating Change Strategically

3 hr Workshop – Nov 2013

Accelerating and Managing Change

4 hr Workshop – Feb 2014

Accelerating and Managing Change

4 hr Workshop – March 2014

Building Agile Teams

4 hr Workshop –Sept 2014

Building Agile Teams

4 hr Workshop –Sept 2014

Change Leadership

Revving the Engine For Change

Change Management

Making Change Happen

Articulate a Vision

that Resonates at

All Levels

Cultivate

Organizational

Culture

Create a Sense

of Urgency that

Drives Alignment

and Focus

Use Change

Acceleration

Structures

Manage Change

and Transition Build Agile Teams

Strengthen

Awareness Up,

Down, and

Sideways

Execute Project

Plans

Accelerating Change at Memorial Hermann

Executives Directors Managers

Change eXcellence Framework

Standard Approach to Planning

and Implementing Change

Drives focus, accountability, and execution

on all major aspects of change:

• The actual change – from A to B.

• The culture.

• How people transition.

• How we align structures,

processes, and practices for

success.

Define the Change

Change

Environment

Analysis

Change

Accelerators

Rapid

Re-alignment

Implementation

Planning

Ch

an

ge

X

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Marshall Goldsmith - Engagement

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High Potential Leaders

• Steve Farber workshop – Extreme

Leadership: LEAP

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Development Under Construction

• Management Essentials (Managers &

Directors)

• HiPo – Talent Action Plans based on unique

Leadership 360

• Innovation Lab (emphasizing collaboration)

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