the pww executive institute · 2019-12-17 · attendee license agreement once you (licensee)...
TRANSCRIPT
The PWW Executive Institute
2016-2017 Program Materials
Leadership Sessions
© Copyright 2016-2017, PWW Media, Inc. All Rights Reserved. All Use Subject to Attendee License Agreement.
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IMPROVING ACCOUNTABILITY WITH 360 DEGREE FEEDBACK
Leadership Sessions
The Problem – A Few Examples
We Don’t Do Well at Getting Feedback 360 Feedback – What is It?
360 Feedback Defined
Multi-rater feedback, multi-source feedback, multi-source assessment
Solicits information from a wide range on a staff member’s work-related behavior and performance
360 Feedback Defined
Upward, downward and sideway sources Including – and especially – the patients we serve!
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Feedback Needs to Be…
ConstructiveHonest and candidThoughtful – particularly with open-ended questionsAnonymous
Why Do It?
Change individual behavior for the better Improve individual performance Improve organizational performance
• Improve efficiency and reduce costs
Why Do It?
Reduce risk – improved risk management Improve accountability AND… Improve the patient experience!
Remember This?
The Big Reason
Technical skills are easy to measure – they have built-in feedback mechanisms and feedback is immediate
But for the people and business skills, it is hard to know if you are succeeding without input from other people!
Christian Vanek, Surveygizmo, “The Complete Guide to Running 360 Reviews”
The 360 Debate
Staff Development Performance Evaluation
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What 360 Should Measure
Behaviors and competenciesHow others perceive the person“People Skills” – listening, communicatingTeamwork, character, leadership effectiveness,
courtesy
What 360 Should NOT Measure
Staff performance objectives If basic job requirements are being metBasic technical or job-specific skillsStrictly objective things – attendance, signature
compliance, etc.
Why It Fails
Lack of top-down supportQuestions too vague“Personal” vs. “Constructive” commentsNo action or follow up with results
Why It Fails
Inconsistent useLack of confidentialityFocus only on “weaknesses” and not “strengths”
Developing the Survey Developing Questions
Avoid technical skill questionsFocus on impact of behavior, not the person
themselvesChoose the right questions
• Open ended: what should the subject stop doing, start doing, or continue to do?
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Developing Questions
Keep the survey shortBalance the questions (scale vs. open-ended)Use same scale for all (Likert 5 point most common)
Questions to AskSource: Christian Vanek, Survey Gizmo, 8/29/16
www.surveygizmo.com/survey-blog/guide-to-360-reviews-what-is-a-360-how-do-you-administer-360-feedback/
Leadership Skills (delegation, responsibility, vision, listening, approachability, coaching, decision making, change adaptation, risk management, service)
Communication Skills (listening, clarifying, speaking, networking, non-verbal behaviors, openness, consensus building, giving and receiving feedback
Questions to Ask
Team Skills (listening, questioning, helping, participating, peer feedback, reliability)
Organization Skills (project management, time use, logistical skills, attention to detail)
Creativity Skills (problem solving, problem identification, inventiveness, brainstorming)
Questions to Ask
Interpersonal Skills (empathy, confidence, stress management, attitude, approachability, group work, enthusiasm, personal appearance)
Organizational Alignment (understanding of community, values, mission, strategic plan, processess)
Sample Questions
Interpersonal Skills • “Effectively resolves conflict among crew members?”• “Demonstrates effective listening skills?”• “Encourages open dialogue among team members?”• “Adjusts to changes without frustration?”• “Preserves others’ self esteem and is empathetic toward
others?”
Sample Questions
Leadership/Motivation• “Effectively persuades others to build commitment for
ideas?”• “Helps people develop passion for their work?”• “Delegates authority and encourages independence?”• “Articulates the strategy in plain language?” • “Provides a positive example and walks the talk?”
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Implementing 360 Feedback Steps to Implement
Gain organization-wide commitmentDevelop operational plan – how, when, where, how
results obtained and reported, follow-upDevelop surveys specific to the small selection of
attributes (can’t measure everything at once!)
Steps to Implement
Meet with the subjectMeet with the subjects supervisors, peers,
subordinatesSend out the review
Steps to Implement
Review data and prepare a reportDeliver the resultsDevelop plan for improvement or change in key
behaviors and to develop new skillsFollow-up
Navigating the Complexities to Implementation
1. Align Feedback System Around High Level Goals
Which needle do you want to move? If you want to improve communications between
patient care staff and patients, this should drive everything from the questions you ask to how you use the data
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2. Design Feedback Around Key “Touchpoints”
Survey of communications center staff - should survey callers about the interaction with the communication center dispatcher with whom they spoke
Survey of patient care staff - should survey patients about the specific patient care experience with that crew
3. Establish Right Frequency to Survey
Can you collect it on a continuous basis and distribute it in “real time?”
More than once a year? Once a month?Entire crew or team, or specific individuals?
4. Encourage Honest Feedback and Protect Staff Who Answer Candidly
Eliminate fear by rewarding and honoring staff who raise difficult issues
Give more recognition to those whose feedback supported or helped move the missions forward
5. Let People Speak in Their Own Words and Capture Emotional Cues
Open ended questions, text analytics, and sentiment analysis capture interactions more vividly and compel leaders to act
“To hear a paramedic who’s deeply empathetic to the patient trying to explain a complex medical condition – to feel them struggle is painful”
6. Act on the Most Important Feedback and Communicate What You Are Doing
and Why
When using feedback to create specific actions or plans, let them know!
Publish the plans that grew from staff feedbackLet staff see who’s leading the effort, view timelines,
and track progress!
Case Study“Listen to Your Employees, Not Just Your Customers!”
Beth Benjamin, Sr. DirectorMedallia – Global Customer Experience Management Software
Harvard Business ReviewAugust 15, 2016
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Staff and Patient Feedback Essential
Linking staff feedback system to the patient feedback system can flag interactions where staff and patient perceptions were different
Linked system gives insight into customers and can be used to coach staff, assess tools and resources and identify people with innovative ideas and leadership potential
Customer vs. Employee Feedback
“For every dollar spent on employee feedback, companies spend hundreds of dollars on customer feedback”
Troy Stevenson, VP of Customer Loyalty, eBay
Connecting the TwoConnecting both staff and patient feedback loops can
engage staff and help your company adapt to changing customer expectations
Frontline employee survey:• 56% - have suggestions for improving company practices• 43% - said insights could reduce company costs• Yet 1/3 said they were surveyed once a year or less
and over half said Co. did not ask the right questions!
Two Immediate Surveys Given
Customers were asked:• Was your problem solved?• Are we easy to work with?• Did you enjoy the experience you just had?
Two Immediate Surveys Given
Employees were asked:• Did you solve the problem?• Was it easy to access the tools and resources you
needed to solve the problem?• Did you feel proud to represent our company in the
interaction?
Benefits of Linking Feedback Loops
Keeps staff “on their toes”Can improve performance and reduce errors
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Benefits of Linking Feedback Loops
Can create improved patient satisfactionRecognizes staff who are often not recognizedPut simply, encourages good, professional
behaviors!
The Best Reason…
“At the end of the day, alleviating patients’ fears, reducing their anxiety and displaying compassion should be part of our core mission. And if we’re not actively measuring whether we’re achieving that mission, we’re probably not going to know when we fall short – or how to do it better.”
Jay Fitch, EMS1 News, Sept. 12, 2016 “When it comes to measuring the patient experience, EMS falls short”
Points for Discussion
What are the barriers to 360 feedback?What will the costs be?What will the savings be?What questions will we ask?
Points for Discussion
How do I prepare our staff for implementation?How do we logistically get it done?How do we compile the data?What do we do with the data?How can we measure change based on the data?
Another Approach: “Pulsing”
Using short, frequent “check ins” to get valuable feedback – 1 or 2 questions at a time
“What 3 words would you use to describe our culture”
“What would be our company theme song and why?”
Resources and References
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Source: www.forbes.com/sites/ericjackson
Source: www.custominsight.com
The Ultimate Goal…
THE SIX BOLDEST PRESIDENTIAL DECISIONS EVER MADEAnd the Lessons EMS Leaders Can Take From Them
Leadership Sessions But…
Presidential leadership is leadership at the highest level
Leaders at all levels can learn lessons from some of the boldest actions taken by presidents over the years
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The DecisionsWashington’s Two Term Limit Jefferson’s Louisiana PurchaseLincoln’s Emancipation ProclamationTruman’s Use of the Atomic Bomb JFK’s Naval Blockade of CubaObama Orders Bin Laden Raid
Washington’s Two Term
Limit
Washington’s Decision
Washington was inaugurated on April 30, 1789
As the first president, every decision he made was precedent-setting
As a revered figure from the Revolution, many wanted Washington to be crowned King
Historical Context
Up until then in world history, no leader had ever voluntarily given up power before either death or military defeat
Most of the world was ruled by monarchs prior to the American Revolution
The idea of American democracy was a bold, untested experiment
But Instead…
Washington chose not to run for president again after completing two terms
Washington abhorred monarchy and felt that American democracy should truly be a government of the people – not of a ruling class
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Upon hearing of Washington’s plans to relinquish power and
peacefully transition the government to a new, democratically elected
President, King George III said…
“If he does that, he will be the greatest man in the world.”
-King George III, on learning of Washington’s plan
to retire after two terms
Post-Script
Every U.S. president followed Washington’s two-term precedent until 1940, when FDR ran for his third term
The 22nd Amendment to the Constitution was ratified in 1951 and limits the president to two terms
Lessons for EMS Leaders
Sometimes the greatest exercise of power lies in self-restraint
Those who are given authority do not necessarily have to always exercise it
The skills, talents and abilities of others can be nurtured when they have to rise to the challenge of leadership
Lessons for EMS Leaders:Know the Difference!
Authority: The ability to force or coerce someone to do your will, even they choose not to, because of your position or your might.
Power: The skill of getting people to willingly do your will because of your personal influence. It is always based on service and sacrifice to others.
Lessons for EMS Leaders
There is a difference between creating a leadership vacuum and creating an environment that fosters others to develop as leaders in their own right
Some EMS agencies tend to retain leaders for long periods of time, which has advantages. But sometimes, fresh blood can bring fresh perspective.
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Lessons for EMS Leaders
Remember that your leadership legacy mattersYour actions set precedents, just like Washington
did
Jefferson’s Louisiana Purchase
Jefferson’s Louisiana Purchase
Prior to 1803, the United States consisted of the original 13 colonies, plus additional territory, virtually all East of the Mississippi River
Historical Context
In 1802, Spain controlled the Louisiana TerritoryBut it determined it did not have the military
capacity to effectively govern itSo, in 1802, Spain transferred the Territory back to
the French
Historical Context
The transfer of the Louisiana Territory from Spain to France was universally seen as a threat to the United States
Spain had allowed U.S. vessels unrestricted access to the Port of New Orleans, a major military and commercial port for the U.S.
France revoked America’s access to this vital port
Historical Context
In 1803, Jefferson sent (future President) James Monroe to Paris
Monroe’s assignment was to purchase New Orleans so that the U.S. could resume use of the port
But, when Monroe arrived in France, he was surprised to receive an offer from Napoleon to purchase the entire Louisiana Territory
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Historical Context
The French decided they could not maintain the Louisiana Territory due to:• France’s failure to quell a slave rebellion in Haiti• Impending war with Great Britain and British naval
blockade of France• France’s financial difficulties
Historical Context
However, Jefferson had only allocated $10 million for Monroe’s New Orleans negotiations
Knowing of Jefferson’s wishes, Monroe negotiated purchase of the entire territory for $15 million
The purchase was nevertheless quickly ratified by Congress
The Result
This bold, swift move added 827,000 square miles to the United States
This doubled the size of the country and triggered Westward Expansion
The first states in the new Territory started getting admitted to the Union in 1812
Lessons for EMS Leaders
Leaders should make sure their subordinates know and understand the organization’s shared visions, objectives and values…
…and empower your subordinates to act accordingly. The results may be transformative!
Lessons for EMS Leaders
Sometimes, there are opportunities that are just too big to pass up
Leaders must recognize when those opportunities can further the interests of their organizations
Sometimes we think on too small a scale when bigger opportunities are there before us
Lessons for EMS Leaders
When it comes to growth, it is vital to know:• Are we ready to grow?• Do we have the capacity to manage the growth?• Is it in the best interests of our organization?
Look for opportunities you may not have initially considered (MIH, merger, acquisition, etc.)
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But we recommend sending Lewis and Clark to do your due diligence first
Lincoln’s Emancipation Proclamation
Historical Context
When the Civil War began in 1861, 11 of the 33 states of the Union had seceded
Historical Context
Of the remaining Union states, President Lincoln had to walk a very delicate balance • Some were slaveholding states that bordered the
Confederacy but were loyal to the Union• Had Lincoln moved to outlaw slavery at the start of the
war, those states might also have seceded and tipped the balance of power in favor of the Confederacy
Historical Context
Lincoln’s primary objective in the Civil War was not to free the slaves –it was to preserve the Union
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Historical Context
As public perceptions of the war changed, people came to realize that slavery really was the central issue
The war was going poorly for the North in mid-1862Union commanders were allowing escaped slaves to
fight for the Union armyLincoln recognized that emancipation had therefore
become a military exigency
Historical Context
Lincoln waited to issue the Proclamation until the North won a military victory that could show that the Union was prepared to back up the Proclamation with military force
At the Battle of Antietam, Lincoln got that chance
Historical Context
In fact, the Emancipation Proclamation actually freed no slaves • It applied only to “states in rebellion” (which the Union
did not yet control)• Did not apply to slaveholding border states still loyal to
the Union, since they were not in rebellion
Historical Context
However, the Proclamation did serve as a critical military strategy
It led to almost 200,000 slaves serving in the Union army and navy• And, at the same time, it deprived the South of the
services of those slaves who had been forced to provide food and make materials for the Confederate war effort
Historical Context
The enlistment of freed and fugitive slaves in the Union war effort was one of the decisive factors in the ultimate Northern victory
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Post-Script
It was feared that the Emancipation Proclamation would have no continuing validity once the war ended, since it was based on President Lincoln’s war powers as commander in chief
The Thirteenth Amendment was adopted in 1865 shortly before Lincoln’s death and then ratified a few months after his death
Lessons for EMS Leaders
It is important to understand – and to communicate – the ultimate goals and objectives of your organization and its mission
It is critical never to lose sight of the bigger picture in exercising your leadership
Lessons for EMS Leaders
Sometimes it is better to be patient and wait until you have the proper leverage to make the larger, transformative decisions
Lessons for EMS Leaders
Sometimes the best way to accomplish your goal is by proceeding incrementally until you know your people, your organization and your constituents are ready and the right environment is in place to help make change succeed
But remember, it is almost always impossible to please everyone!
Truman’s Use of the Atomic Bomb
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Historical Context
During WWII, the U.S. launched a top-secret project to develop atomic weapons
Called the “Manhattan Project”This was a massive undertaking
• The theory of splitting the atom was still a theory• Even if it worked, nobody knew if it could be harnessed
or weaponized
Historical Context
In fact, it was so secret, President Truman wasn’t even told about it while he was Vice President
He was told 12 days after President Roosevelt died and Truman had become President
Historical Context
After the bomb was developed, some of the world’s leading scientists (including some of those who helped develop the bomb) sent President Truman an urgent letter warning that it must never be used
Using the bomb in war would usher in the atomic age and expose the world to previously unknown threats
Historical Context
Yet, after 4 years of war and facing the prospect of having to launch an Allied invasion of the Japanese mainland, fortified by 2 million Japanese soldiers, President Truman had to decide whether the cost of a Japanese invasion could be justified in light of having the bomb at his disposal• It was estimated that up to 1 million Allied casualties
would have accrued had an invasion of Japan been undertaken
Historical Context
Truman gave the order for the bomb to be utilized against Japan• The first was dropped on August 6, 1945 on Hiroshima,
instantly killing approximately 70,000 people• The second was dropped on August 9, 1945 on
Nagasaki, instantly killing approximately 40,000 people• Hundreds of thousands suffered the effects of radiation
poisoning
Post-Script
Historians and ethicists continue to debate Truman’s decision to this day
The United States remains the only nation that has ever used atomic or nuclear weapons in war
President Truman viewed the use of the bomb as a tragic necessity, but never regretted using it
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Lessons for EMS Leaders
The most difficult decisions are the ones that will end up on your desk• Otherwise, someone else would have made them!
It is your job to weigh the pros and cons, and then make the decision
Lessons for EMS Leaders
Even if you think you’re not the most qualified to make the decision, if it is yours to make, you must make it
And then, stand by your decision if you believe it to be correct
When Franklin Roosevelt died, I felt there must be a million men better
qualified than I, to take up the Presidential task. But the work was mine to do, and I had to do it. And I have tried to give it everything that
was in me.-Harry S. Truman, Farewell Address,January 15, 1953
JFK’s Naval Blockade of Cuba
Historical Context
In October 1962, the Soviet Union placed nuclear missiles on the island of Cuba
These missiles were only 90 miles off the U.S. coast and would have been able to reach key U.S. cities in mere minutes
Historical Context
This was at the height of the Cold War between the U.S. and the Soviet Union
Americans lived in fear of a potential nuclear attack by the Soviets
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Historical Context
In 1961, the Soviet-backed Cuban army had humiliated the newly-inaugurated President Kennedy when a CIA-backed Cuban coup attempt in the Bay of Pigs was easily defeated by Cuban President Castro
Historical Context
This led some in the military to question whether President Kennedy had the toughness to take on the Soviets and win the Cold War
Some in the military held Kennedy in open contempt
Historical Context
Emboldened by their victory in the Bay of Pigs, the Soviets installed nuclear missiles in Cuba in October 1962
Historical Context
President Kennedy was being urged by almost all of his military commanders to launch immediate air strikes against Cuba to take out the missiles before they became operational
Even though time was of the essence, President Kennedy did not want to be forced into making a quick decision with irrevocable consequences
Historical Context
President Kennedy had misgivings about the Bay of Pigs, but had placed his advisers’ advice over his own best instincts
He was a student of history and knew that a series of small miscalculations could lead to large-scale war between nations
Historical Context
Against mounting pressure from inside his own government, President Kennedy chose to implement a naval blockade of Cuba to prevent nuclear weapons from reaching Cuba
This gave the parties a chance to “cool off” and negotiate a diplomatic solution – avoiding the possibility of a nuclear World War III
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Post-Script
The diplomatic solution was hidden from the public for over 30 years
The U.S. agreed to remove missiles from Turkey in exchange for the removal of the Soviet missiles in Cuba
Lessons for EMS Leaders
Leaders usually get to be leaders because of the qualities they possess:• Judgment• Temperament • Self-discipline• Wisdom • Experience
Lessons for EMS Leaders
One of the toughest things a leader has to do is make a decision they know is right – even when everyone seems to want you to do something else
If you make a decision just because that’s what everyone else wants you to do, that’s not leading –it’s following
Lessons for EMS Leaders
Leadership – divorced from ethics – is reduced to mere management
Do not let your own judgment abandon you when the tough decisions have to be made
In the grand scheme of things, EMS leaders only carry the torch for a relatively brief period of time in the life of
an organization.
Strive to leave it better than you found it.
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Obama Orders the Bin Laden Raid
Historical Context
Osama bin Laden had been identified as the mastermind behind the 9/11 attacks on the United States
Almost 10 years had gone by and he had not yet been brought to justice
Historical Context
It was very difficult to obtain the necessary intelligence to determine bin Laden’s precise whereabouts
Precise certainty was impossible
Historical Context
The best available intelligence placed bin Laden in a compound in Abbottabad, Pakistan
There was no definitive confirmation of this fact
Historical Context
Two previous U.S. presidents may have had opportunities to target bin Laden, but he escaped before troops could get it done
Clearly, he was “Enemy Number 1” of the United States
Historical Context
When presented with this evidence in 2011, President Obama was still in his first term and would be facing a tough re-election contest in 2012
Any mistake or failure in a mission like this could cost him the election• In fact, the failure of an attempted rescue mission in Iran
in 1980 may have cost President Carter re-election
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Historical Context
President Obama asked his military commanders tough questions about the plan – and their preparedness – and in the end trusted his military to do the job
He decided that the national interest was more important than his own re-election
The mission succeeded, and President Obama was re-elected in 2012
Post-Script
While the mission was underway, one of the military helicopters crashed
President Obama must have had flashbacks of President Carter helplessly watching his soldiers die in the Iranian desert in 1980, calling it “the longest 40 minutes of my life”
Yet, there were no American injuries in the mission
Lessons for EMS Leaders
Surround yourself with good people – and then don’t be afraid to entrust them with the welfare of the organization
If they subscribe to the organization’s shared values, they won’t let you down
Lessons for EMS Leaders
Sometimes the consequences of a decision are inescapably large
Doing what’s right may even cost you a jobBut we must remember that our mission is truly
bigger than any one of us
Lessons for EMS Leaders
Our decisions as leaders will leave a lasting legacy –and we should always strive to be on the right side in every thought, word and deed
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“EMS is the most noble of all
professions.”James O. Page1936 - 2004
Six Honorable Mentions
The Monroe DoctrineRoosevelt’s Panama CanalLBJ’s Civil Rights Act of 1964Eisenhower’s Interstate Highway SystemChester Arthur’s Civil Service Reforms JFK Declares Moon Mission
Recommended Viewing and Reading