presentation title - nhlc / cnls across_smith.pdf · title: presentation title author: admin...
TRANSCRIPT
Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to
Building Leadership
June 2014
The partnership
The Leadership & Organizational Development Consortium (LODC)
consists of 8 hospitals primarily from the Central LHIN (with some
expanded boundaries):
Humber River Hospital*
Mackenzie Health
Markham Stouffville Hospital*
North York General Hospital
Southlake Regional Health Centre
Stevenson Memorial Hospital
St. John’s Rehab Hospital (now part of Sunnybrook Health Sciences Centre)*
West Park Healthcare Centre*
Extension of an already existing (and successful) relationship among 4 partner hospitals
in the purchase of group benefits*
The business imperative
Develop/enhance talent management for leaders to allow for the identification of
emerging leaders, and plan for building future capacity
Ensure that leadership development efforts incorporated behavioural competencies to
build the right kinds of leaders
Revise performance planning and development processes to measure “the what” and
“the how” to support leadership development
Identify staff behavioural competency models aligned with leadership competencies to
begin to grow leaders deeper in the organization,
And: Accomplish this all with limited resources
…There was the realization that we shared common needs as well as
challenges
And if the hospitals banded together, we could:
Think about development of the sector, as opposed to an individual hospital, and as
such, retain health care leaders
Create a common language of leadership
Obtain leading edge tools and expertise at affordable prices (cost sharing)
Adopt leading practices in leadership development
Leverage and expand on the tools already developed through the OHA
Recognition that there were:
opportunities to embrace leading
practices in leadership and organizational
development and that sharing expertise
and resources and working
collaboratively would allow for the building
of workforce and leadership capacity and capability in
the most impactful, efficient and
cost-effective manner for each
organization and as a collective group of organizations
Bold Leadership:
Strategic partners inspiring extraordinary
performance in
individuals and organizations
across the healthcare system
Our vision
The Journey
The Foundation
OHA
(2008 -11)
Leveraging/expanding
the investment
LODC
(2012 & ongoing)
Leadership competency models and
assessment tools
Talent management framework
Competency models for coaches and
mentors
“Self-help” guides
Behaviour-based interviewing tools and
training materials
Staff competency models and self-assessment
tool (CAQ)
Talent management framework to identify
emerging leaders
Expansion of behaviour-based interviewing
tools and training materials (staff level)
Competency-based performance planning and
development (leaders & staff)
Competency-based leadership development
programs for all levels of leadership
Mentorship program pilot
Infrastructure that enabled success
Structure and governance
Terms of Reference that identified 3 priority areas for 2011/12
Created the LODC to guide the direction/work of the 8 hospital partnership
Project management
Used one partner (Hay Group) throughout the process – selected through RFP
Established timelines and a roadmap for accomplishing our work
Established 3 working groups which met weekly/bi-weekly (Feb/12 – Dec/13)
Where we are now – Detailed View
A “sample” readiness to move map for a hospital’s highest potential Leaders
N/A
• Head of Professional Practice• CFO• Head of Academic Affairs
N/A
• Chief of Surgery• Corporate Controller• Head of HR
• Director of Facilities• Mgr of Staffing & Recruitment• Director of Food Services
• CEO
• Head of Research • Head of Patient Care• Physician-in-Chief
• Clinical Dietetics Manager • Patient Care Manager
N/A
Levels
of
Wo
rk
StrategicImplemen-tation
StrategicAlignment
StrategyFormulation
EnterpriseLeadership
Advisory Matrix Delivery
TacticalImplemen-tation
Op
era
tio
nal
Str
ate
gic
Ready now or within 12 months
Develop withinposition
Too new toevaluate
Ready now or within 12 months
Develop withinposition
Too new toevaluate
Ready now or within 12 months
Develop withinposition
Too new toevaluate
Tactical Coordina-tion
• Supervisor, Coding
• Pharmacy Manager • Manager of DI
Type of Leader
We began with a Role Profile Matrix for Leaders
To begin to place the same emphasis on front-line roles with an initial view of identifying
emerging leaders
We Expanded it for Staff Roles
Operational Support Operational Support
Operational
Support
Clinical Support
Direct Clinical
Technical Specialist
Process Specialist
Routine Task
Specialist
Routine Processor
Task Specialist
Role Profile Matrix for Staff Roles
Cascading goals/objectives measuring “the what” and “the how”
Process and tool that links talent management and performance planning and
development
Detailed guide to performance planning and development and talent management and
training program
We Created Tools and Support for Performance and Talent Management
Developed competency-based leadership development programs for all
levels of leadership
Used pan-hospital cohort approach, with peer coaching and field assignments to build
network
Goal to speak a common language of leadership
Incorporated leading practices
Held first graduation for participants of Executive, Director, Manager programs (Dec/13)
Held second graduation for participants of Director, Manager, Supervisor programs (May
/14)
We launched competency-based leadership development
Leadership Competencies
• Set direction
• Strategically align decisions with vision, values and evidence
• Take Action to implement decisions
• Assess and evaluate
• Demonstrate systems/critical thinking
• Encourage and support innovation
• Orient themselves strategically to the future
• Champion and orchestrate change
• Are self aware
• Manage themselves
• Develops themselves
• Demonstrate Character
• Foster development of others
• Contribute to the creation of healthy organizations
• Communicate effectively
• Build teams
LEADS Model OHA Model
Lead Self/
Personal
Effectiveness
Engage Others/
Leading
Effectively
Systems
Transformation/
Thinking Critically
• Building Strategic Partnerships • Collaboration • Impact and Influence • Organizational Awareness (3) • Planning, Coordination & Execution • Results Orientation • Service & Quality Orientation (1)
• Business Acumen (2) • Strategic Orientation (4)
• Interpersonal Sensitivity • Leadership Presence
• Building Organizational Capability • Developing others • Holding Self & Others Accountable • Visionary Leadership
Develop Coalitions • Demonstrate a commitment to customers and service (1)
• Mobilize knowledge (2)
• Navigate Socio-political environments (3)
• Purposefully build partnerships and networks to create results (4)
Achieve Results/
Achieving Results
Leadership Development for Executives: Program overview
Leadership Development for Directors: Program overview
Leadership Development for Managers: Program overview
1.
Building an
Effective Team
2 days
2.
Communication
and Change
Leadership
1 day
3.
Collaboration
and
Influence
1 day
Core program
2 days
Ongoing Peer
Coaching
Leadership Development for Supervisors: Program overview
1.
Team
Development and
Prioritization;
Planning &
Coordination
1 day
2.
Effective
Communication
and Conflict
Management
1 day
Core Program
1.5 days
On
goin
g P
ee
r
Co
achin
g
Ongoin
g P
eer
Co
ach
ing
Leadership Development for New Leaders
Identify the challenges transitioning from an individual contributor
to a leadership role, and what it takes to be a new leader
Help gain insight into the leadership competencies one
demonstrates and where might need to develop
Become familiar with the six leadership styles and organizational
climate dimensions
Create a 90 day plan for success
Introduce peer coaching
Key Learnings/critical success factors
Commitment of senior leaders
Terms of Reference developed and signed by each organization
Recognition for the need to rise above own needs for the sector
Structure
Need for a Steering Committee (LODC) with different representation on Working
Groups
Complexity
Appreciation of the complexity of a joint RFP and working with different purchasing
groups
Coordination and drive
Need for someone to manage the effort to keep on track and focused
Creativity
Finding ways to reframe or breakdown apparent barriers (e.g. financial resources)
Key learnings/critical success factors
Flexibility and patience
Appreciation that not everyone is at the same point in the journey
Respect for individual organizational needs (e.g. opting in/out, implementation, or
application)
Finding the balance between common approach and 8 different ways
Listening to understand and finding a way to make it work
Trust and support
Trust in team members to continue with the work when individuals needed to step
back to respond to organizational initiatives (e.g. redevelopment projects, workload,
turnover, etc.)
Sharing of expertise to support others, to stretch limited resources
Involvement of leaders and staff
Piloting of programs, adjusting as necessary for next cohort
Use of expert panels and focus groups
Key learnings/critical success factors
Valuing learning
Creating a supportive learning environment (e.g. commitment to minimize work
distractions, etc.)
Cascading program participation from Executive to Supervisor to facilitate transfer of
learning, speaking same language
Ensuring accountability for the transfer of learning
Measuring progress
Instituting a re-assessment process post-program completion to measure change
and learning
“Valuable asset to the clinical managers and to the organization. Worth the
investment and great to develop relationships both internally and externally.”
Excellent session! Worthwhile take away information to use day-to-day.
“Very useful, practical content and excellent discussion around application to our
environments.”
“Fantastic session with excellent facilitators. Many ah ha moments with a great
deal to reflect on, and take back. Will make every effort to implement changes and
develop overall.”
“It was a great learning experience and I am looking forward to putting this into
practice and the next session.”
Participant Feedback
The most valuable aspect for me, was learning with a group of fellow Directors both
from within my organization and from other organizations within our region. The
discussions about real-life situations and how they apply to what is being learned was
invaluable. I have forged new relationships with other Directors and continue to
bounce ideas and problems back and forth with some of them.
The program has had lasting impact with me and I feel has influenced my leadership
abilities for the better."
Participant Feedback
Foundational elements are now in place to allow:
Adopting an integrated approach to HR and OD practices at all levels (e.g. award
and recognition programs, career pathing)
Launching Communities of Practice in early June
Incorporating more leading practices within the LODC and into our programs (e.g.
expanding the mentorship program beyond the pilot hospitals,
secondments/leadership exchanges)
Creating a supportive learning environment
Maintaining both the tangible and intangible/direct and indirect benefits (e.g.
behavior changes and creation of networks)
Building metrics to demonstrate the ROI
Satisfying the appetite for learning that has been created (e.g. responding to
participant questions regarding what’s next – asking for more)
What’s next?
QUESTIONS?