“Our Big Ideas – Increasing the Capacity for Innovation” with University of Pennsylvania Health System’s Kevin Mahoney, Judy Schueler, and Aaron Johnson
From NCHL’s Human Capital Investment Conference this past November, University of Pennsylvania Health System’s Kevin Mahoney, Senior Vice President, Judy Schueler, Vice President and CHRO, and Aaron Johnson, Director, discuss their work to increase capacity for continuous improvement and innovation. Specifically, they have focused on developing four relevant skills across their health system: scenario planning, rapid divergence, problem reframing, and persuasive selling of ideas.
To accomplish this, a system-wide program was implemented that allowed for the engagement of their faculty and staff. By harnessing the tools of crowd-sourcing and social networking, “Your Big Idea: Penn Medicine’s Innovation Tournament” allowed for over 1700 ideas from all levels of all departments to be submitted. Penn Med found that the project fostered interdisciplinary collaboration, focused system-wide innovation, and allowed for experimentation without substantial resource investment due to the substantial quality and quantity of submissions.
How has your organization enhanced innovation practices? What other ways have you been able to foster interdisciplinary collaboration?
Judy Schueler is also a member of NCHL’s Physician Leadership Development LENS™ Council.
“Making Every Day Count through Managing and Developing Diverse Talent” with Sodexo’s Pat Connolly and Karen Penn
In their talk at NCHL’s Human Capital Investment Conference this past November, Sodexo’s Pat Connolly, COO and President, Health Care Market, and Karen Penn, Market Vice President for Diversity, illustrated how Sodexo has improved employee engagement by enhancing their commitment to diversity policies.
A key development was the creation of a diversity scorecard that tracks both quantitative (e.g., rates of hiring, promotion, and retention), as well as qualitative measures (e.g., engagement and involvement of leadership). They then began to utilize a top-down, a bottom-up, and a middle-out approach to engage leadership, build grassroots support, and empower middle management. Many years after implementation, their efforts have improved overall engagement significantly as well as increased both minority and female professional growth rates.
Does your organization have an organized diversity and inclusion strategy? Have you measured the impact of your diversity and inclusion work?
Karen Penn is also an adviser to NCHL’s Diversity and Inclusion LENS™ Council.
“Physician Leadership Development for the New Healthcare Environment” with North Shore-LIJ Health System’s Joseph Cabral and Jeremy Boal
From NCHL’s Human Capital Investment Conference this past November, Joseph Cabral and Jeremy Boal show how North Shore-LIJ Health System has successfully implemented its Physician High-Potential Program in the face of a changing healthcare landscape. Joseph Cabral, Senior Vice President and CHRO, and Jeremy Boal, MD, Senior Vice President and CMO, discuss the changes that North Shore-LIJ has made to develop physician leadership focused on three major goals: patient experience, quality, and financial performance.
Individuals who have demonstrated the ability to drive change as well as the ability to influence others were selected. From North Shore-LIJ’s perspective, influence is one of the most important qualities for physician leadership as physicians as they role model behaviors such as collaboration and vision setting. North Shore-LIJ has seen increased quality of care, decreased turnover of participants, enhanced system-wide collaboration, and improved productivity among physician-led teams, all incredibly significant gains especially considering the over 2500 employed physicians and 8000 voluntary physicians in the system. To hear more about the Physician High-Potential Program as well as the details of NS-LIJ’s success, watch the full video below.
What has been your experience in training physician leaders? What has worked? What hasn’t?
Joseph Cabral is also the Chair of NCHL’s Physician Leadership Development LENSTM Council.
“Building an Advanced Leadership Academy” with Henry Ford Health System’s Kathy Oswald and Bob Riney
In the first of two releases today from NCHL’s Human Capital Investment Conference this past November, Kathy Oswald and Bob Riney discuss their successful talent management, succession planning, and physician development programs. From Henry Ford Health System, Bob Riney, President and COO, and Kathy Oswald, Senior Vice President and CHRO, outline their organization’s leadership development model including their Advanced Leadership Academy and Physician Leadership Institute programs.
HFHS’s goal is to create a new, high-value model for healthcare delivery. By creating a series of stepped leadership academies, HFHS is helping executives, managers, and physicians to think and act acknowledge a system-perspective instead of a solely departmental view. Through this extensive program, the system drove high performance through its leaders, both physician and administrative, increased employee and customer engagement, and improved quality and financial outcomes. HFHS received a National Malcolm Baldrige Award and the system’s leadership development was cited as an organizational strength. Watch Bob and Kathy’s full presentation is below.
How can hospitals and health systems learn from this work? Who is the ultimate benefactor of better leadership in healthcare?
Kathy Oswald is also the Chair of NCHL’s Mergers and Acquisitions LENSTM Council.
Social-media is becoming a much larger influence on organizational success and although social-media tactics are being implemented more frequently, there are still some hesitations from leaders as to appropriate and effective social-media use. This trepidation is especially true in healthcare considering the (justifiably) private nature of most healthcare organizations; the industry is largely based on information protected by HIPPA, with devastating penalties for noncompliance. There has been a large expansion of opportunities for organizations, even in healthcare, to get their messages out broadly and openly in the new media landscape. No, the authors of the paper “Six social-media skills every leader needs” are not advocating for leaders to start tweeting financial statements but rather they are giving advice to leaders about what they term organizational media literacy. Through interviews with various General Electric executives, Deiser and Newton came to define organizational media literacy along six dimensions:
1). The leader as a producer. Leaders need “an authentic voice, imagination, and the ability to craft compelling stories and turn them into media products that make people take note.” In other words, it is time to appear human again. Healthcare organizations can be intimidating places to the average patient so leadership that conveys effective, compelling ideas can humanize an institution.
2). The leader as the distributor. “Social communication makes distribution the starting point and then invites company audiences to co-create and contextualize content to create new meaning.” Healthcare institutions are compartmentalized and a good leader, who uses distribution to start organizational conversation, has the ability to facilitate communication, rather than build further barriers to it.
3). The leader as recipient. “Many [executives] barely find time to catch up with their daily e-mail load. What to do?” Social-media only compounds information overload. Consider, for example, the several-hundred e-mails per week that can pile up from alerts and subscriptions to major healthcare foundations and news sources. A good leader is able to sift through this information to cherry-pick compelling information; a great leader finds the information and dares to expand upon it.
4). The leader as adviser and orchestrator. “Leaders must become tutors and strategic orchestrators of all social-media activities within their control.” Don’t over-utilize these new media tools: accounts payable does not need a twitter account but maybe the clinic does. Be smart about the who, the what, the when, and the where of social-media use.
5). The leader as architect. “The leader’s task is to marry vertical accountability with networked horizontal collaboration in a way that is not mutually destructive.” Leaders must balance the unique collaborative capabilities of social media with the vital organizational structures already in place. Media that is shared openly and created through internal collaboration can lead to a very relatable organizational message.
6). The leader as analyst. “Executives who monitor weak signals and experiment with new technologies and devices will be able to act more quickly and capture the advantages of early adoption.” In terms of experimentation, healthcare is actually at the forefront, but only in the realm of medical technologies, procedures, etc. And this model actually works. Try adapting it to new outreach or marketing plans.
These skills will be of increasing importance in the coming years. So perhaps now is the time to get started or step up your leadership presence in the social-media world. Follow us on Twitter @NCHL_Leadership.
Roland Deiser and Sylvain Newton. “Six social-media skills every leader needs.” 2013. McKinsey Quarterly.
NCHL has announced that it will make its Executive Briefings available more broadly to the field on an ongoing basis. The Executive Briefings, which are made available through the support of the Leadership Excellency NetworksTM (LENS), is a monthly publication that is intended to provide healthcare executives who are interested in leadership development best practices with highlights of current articles and publications. The first release of the Executive Briefings is from October 2012. Please look for future releases of the Executive Briefings on the NCHL website and let us know what you think in the comments.
“Rapid Culture Change in an AMC; This is Not an Oxymoron” with Stanford’s Amir Rubin and Todd Prigge
In their talk, at NCHL’s Human Capital Investment Conference this past November, Amir Rubin and Todd Prigge share their experiences increasing both patient satisfaction scores and employee engagement in an academic medical center. Representing Stanford Hospital & Clinics, Amir Rubin, president & CEO and Todd Prigge, director, training, organizational development, and talent management, discuss how aligning processes for organizational improvements with organizational goals can lead to a much more efficient healthcare institution.
Leaders at Stanford developed the process for standard work related to human interactions entitled C-I-CARE, which was implemented in 2010. Designed to be relevant to all employees, C-I-CARE became integral to all Stanford’s operating procedures, from doctors, to nurses, to billing. Due to aggressive adherence to these policies, the organization was able to change their culture and eventually jump from the 59th percentile in patient satisfaction scores to the 87th percentile. To find out how they achieved these goals, watch their insightful talk below.