Free Webinar: Talent Management, Leadership Continuity and Succession Planning

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Talent Management, Leadership Continuity and Succession Planning

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Date:                      Tuesday, August 7th 2012 
Time:                     11:30am – 12:15pm Eastern Time
Presenter:            Tom Olivo, President

Description:
The Business Case and need for Leadership Continuity:  There area number of converging demographic, industry, marketplace and business factors that are creating a condition that we have labeled as “The Impending Leadership Void.”  Within the Healthcare sector (specifically hospitals) in the United States, approximately 83% of people appointed to a leadership and/or management position fall with the age cohort of 35 to 55 years of age.

The webinar will feature:

  • Talent management, leadership continuity and succession planning defined.
  • The impending leadership void for healthcare (2010 to 2020) and impact on the competition for talent (the business case for mastering these core competencies).
  • The key elements and protocol of the succession interview.
  • Calculating your succession vulnerability.
  • Identifying the “starting 5” players in every key leadership role.
  • Playing “Chess vs: Checkers” to create horizontal options to manage career path advancement.
  • Creating transparency – how to effectively share the information and what to avoid.
  • The value in creating the leadership pipeline with people who are “plug and play” ready for greater responsibility.
  • The 3 most common areas of professional development need and how to put in place inexpensive development solutions.
  • Consequences of “kicking the succession plan can down the road,” having leaders split their roles.
  • Case studies in leadership continuity and succession planning (examples of organizations that have implement it successfully and those that have not.)

 

Success Profiles NCAA Bracketology

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Every year, the NCAA Tournament draws millions of viewers from all around the world.  As these viewers tune into what is widely considered one of the most exciting sporting events in the US, they also participate in online bracket pools.   Brackets are filled out by individuals making their picks based on a number of reasons: national polls, strength of schedule, loyalty, team colors and who is seeded higher.  One week ago, Success Profiles set out to help individuals make their picks by creating the first ever “NCAA March Madness Eye Chart”.  By looking purely at the games most important statistical information of offense, defense and overall strength, the Eye Chart is designed to help increase your odds of success in picking the winner of each game.

With the first two rounds of the 2012 NCAA Tournament completed, all eyes are on the brackets and the results.  After carefully dissecting our way through 22 different categories of statistical information, the Eye Chart picked 23 of the 32 first round game’s correctly for a 72% success rate.  In the second round, the eye chart correctly picked 11 out of 16 games correctly for a 69% success rate.  By removing the emotional bias, the Eye Chart was able to pick some of the upsets of the first round.  For those who would have picked Michigan to beat Ohio because it was a 4 seed versus a 13 seed might not have picked it if they had seen the overall statistical information.  If you were to look at the Eye Chart, you would see that Ohio is statistically stronger  in over 68% of the major categories raising the upset alert flag.

Of course, individual basketball games can be determined by unforeseen circumstances such as injuries,  so no system will be perfect.  However, using the “March Madness Eye Chart” you can increase your odds of success by over 70% and that is a competitive advantage!

We have included our picks for the next round based on the statistical information of the Eye Chart below.  We will continue to update as the tournament moves along.  Once the tournament is completed, we will do a final analysis including the points spreads of each game. To download a copy of the “NCAA March Madness Eye Chart” click on the following link:  http://blog.rightpeoplerightroles.com/2012-ncaa-march-madness-eye-chart/ 

 

March Madness! The Secret to Making the Right Picks!

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2012 March Madness PMECThe NCAA Tournament, March Madness, Upsets and the Cinderella Story.  Looking for ways to make the Madness more exciting? How about the secret to making your picks and your bracket better than the rest.  Success Profiles has created the March Madness Eye Chart, a comprehensive comparison of all 68 teams that made the dance.  Our large-scale visual tool gives you a side by side comparison of the most important categories of offense, defense and overall strength.  Click here for the full Eye Chart and to put the Odds of Success in your favor.

Succession Planning – Is your organization ready for the impact? Join Success Profiles and Healthcare Performance Solutions for a free Webinar on the “Succession Planning” There will be two times to conveniently meet your scheduling needs. Click on the links below to sign up and join us to learn how you we can take your organization to the next level.

Tuesday Mar 27th – 12:00 -12:45pm (EST)
Click Here to Register

Tuesday Mar 29th – 2:00 – 2:45pm (EST)
Click Here to Register

GEAR DOWN, NOT SHUT DOWN
To climb tough hills, you have to gear down, not shut down.

Structured talent management is a wise investment, especially in economic turmoil. Nobody ever got to the top of a mountain by stopping when it started to get steep.  And nobody ever got any better at doing their job by halting their efforts to improve.  But it is wise to slow down a bit in both cases and think about how to solve your problems in the most efficient way.  Mountain climbers think about energy.  Healthcare organizations think about people, time, and money.  One way is to leverage the in-house talent you already have.  Your in-house talent can pull you through tough times if you have put the Right People in the Right Roles in a disciplined system that maximizes your Odds of Success.

After all, most people want to invest wisely in their own people, but how do you know what is wise?   There are 2 ways.    The first way is to guess . . . I mean use your gut instinct.  The second way is to measure, benchmark, evaluate, review, and reiterate.  It is possible to get success both ways, but is it just as likely to get success both ways?    The margin of performance gained through disciplined business practices is extremely valuable to your bottom-line.  How valuable?   Well, it is not priceless.  How much should you spend on this ability?  How about MUCH LESS!

Especially in tough times, securing the benefit of a superior approach while spending less money doing so is smart business.  Smart business decisions allow you to provide first-class healthcare to more people, and in the Healthcare business, that is success.

A relentless determination to improve and eliminate waste through mistakes is at the heart of continuous improvement concepts, such as lean manufacturing.  This revolutionized the manufacturing industry, completely changing customer expectations of performance and service.  Healthcare is far from immune to these changes.  The new mindset affects both patients and providers alike.  High performing leaders and organizations remain constructively dissatisfied at existing standards.  Testing solutions your organization uses against new ways that arise, allows you to either validate your existing techniques or discover an improved way.  The improvements can come through speed, reliability, performance or price.

Excerpts from “A Discussion with Jon Cecil, CHRO at Lee Memorial Health System: How We Successfully Navigated Our Recent Financial Turnaround”

“Understanding the challenges, the senior leadership team worked to accelerate the change in our organization’s internal culture. Over the last few years, we had prided ourselves on our cost and waste reductions and quality improvements through many initiatives, including our Productivity Committee and Lean/Sigma team. It became shockingly obvious this pace of change was not enough.   At first we were in denial about our reversing market, the accuracy of our volume trends, and our management operating data validity. We initially disagreed as a team. It prevented us from decisive action, and we lost valuable time in making the level of improvements we need to make.”

Tip #1: The data doesn’t lie. Avoid getting mired in the minutia, validate your data, and quickly react to trends as they are occurring.  Senior leaders must pull together and stay focused on fixing your financial situation, or you will not be able to achieve your other strategic goals. Reach consensus quickly with senior leaders and be sure that all levels of leadership are on the same page with you on what the game plan will be. The further the leader was from the top, the more effort was needed to convince them that the crisis was real.  

Tip #2: Don’t take too long listening to the dissenters; they can absorb time and disrupt your teamwork. Make certain the dissenters’ opinions are heard, reviewed for merit, and then move on. Get the right people on the bus and the wrong people off. Make sure all leaders take ownership in the situation and most importantly, don’t punish each other by playing the blame game. Leaders must not be distracted by looking at what others should be doing, but stay focused on what they and their team should be doing.

Tip #3: Engage the front-line leaders ASAP because they are usually an untapped resource of great ideas and value added initiatives; they should also be engaging their line staff for more untapped great ideas. Your front-line leaders are a great resource if you have a process to elicit their feedback, ideas, and advice. Take advantage of this feedback early on because it will take time for the ideas to gain acceptance and get traction.

Tip #4: If people know the score and keep the score, the score will improve. You cannot underestimate the importance of communication. The more you “overcommunicate” exactly where the organization is and what is at stake, the more likely people are to work together to solve the challenges you face. When all staff know what the leaders know, the adjustments that the organization needs to make are viewed as logical given the undesirable hand you have been dealt.

“We recently brought in a relatively inexpensive but very good motivation speaker to share with them the characteristics of personal and organizational greatness. This was a good uplift and inspirational for many. It recharged some batteries for our leaders.”  

Tip #5: Process improvements always, always, ALWAYS takes longer than you expect. As good as you think you are at redesigning the way work is done (process improvements), driving out waste (lean techniques), reducing variations (Six Sigma), and adding real value to patients, there is always another level of performance you haven’t explored yet.

Tip # 6: We had to remind ourselves to get off the treadmill, celebrate the wins and recognize exceptional performance. Take a time-out and recognize the heroic performance that everyone has exhibited. It will become the “rocket fuel” they need for the next level of performance. 

Tip #7: CEO Jim Nathan has always repeated his personal philosophy that FTE reductions should be considered a failure in leadership.

Tip #8: Finally, we had to accept that HR could add significant value by raising the bar of performance by every measure. We were initially under the impression that if we fundamentally changed the ratio of HR professionals to total staff (previously 1:140 and now 1:200) that we somehow couldn’t deliver on good internal customer service. Well, we were wrong again.  Our team now recognizes that you just never know what’s possible until you test yourself.


How long past 65 will you work: Where are the next leaders?

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Looking for new ways to improve the performance of your leaders? Join Healthcare Performance Solutions for a free Webinar on the “Coaching Adults in a Professional Setting.” There will be two times to conveniently meet your scheduling needs. Click on the links below to sign up and join us to learn how to turn the odds of success in your favor.

Tuesday Mar 13th – 12:00 -1:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/483746602

Thursday Mar 15th – 2:00 – 3:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/334663218

The Leadership Void

83% of today’s leadership positions in Healthcare are between the ages of 35-55.  By 2020 these numbers will change drastically.  Demographics don’t lie.  Eventually the Baby Boomer generation will look to retire.  The total number of potential leaders will NOT be large enough to fill the vacancies of the retiring Baby Boomers.

As seen in the graph below, there will be significantly fewer experienced leaders in the workforce in the near future. This will lead to a competition for this demographic.  The workers that are supposed to be taking over leadership positions will not be ready.  What will happen to your organization?  How will you make up this shortfall?  How long will your current leaders hang on?  How long will you hang on?

The old process was to put people in jobs, give them a chance, and weed out those who couldn’t face the pressure or handle the responsibility.  This laissez-faire leadership development model is broken if the leadership pool is shrinking faster than you can discard marginal candidates.

Structured talent management and superior business practices are the only demonstrated ways to survive this certain leadership void.  Succession Planning should be the result of disciplined Talent Management programs.  Changing tactics to adopt a structured program that will build a Succession Planning Roadmap is going to give your organization a measurable competitive advantage in the challenging dynamics of the Healthcare industry.  Those that grasp these structured concepts will reap the competitive rewards of the early adapter and thrive while others around them wither.

From finding, to hiring, to developing the right leaders so they are available for your organization when you need them, structured talent management that results in pro-active Succession Planning is a superior approach.  Based on measurement, fore-thought, and incisive action, it will dramatically improve your Healthcare organization’s performance as a business.

Healthcare Performance Solutions has a full suite of tools, featuring the industries finest in visual presentations.  The full suite forms a “GPS-like” array of measurement tools that give leaders precise and actionable information about their departments and leaders.  The measurements and resulting actions culminate in our structured and powerfulSuccession Planning Roadmap.

Improving the health of healthcare one organization at a time is our core purpose.  But our business is about people as well as their performance.  So we add on experienced executive coaching to our products.  We believe in the value of coaching and that it improves a leader’s performance, in turn increasing your organizations odds of success.

Visit us on-line at http://healthcareps.com/ to learn about the Eye Chart tools, performance measurement, 100 Day Leadership and Management On-Boarding, Compelling Coaching Conversations, and the Succession Planning Roadmap.

Read any or all of our blogs at blog.rightpeoplerightroles.com

Or give us a call.  We are the most affordable and effective performance and talent management company in Healthcare.  We will help you be successful.

Transparency Challenges for Leaders — How You Can Be More Effective

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Looking for new ways to improve the performance of your leaders? Join Healthcare Performance Solutions for a free Webinar on the “Coaching Adults in a Professional Setting.” There will be two times to conveniently meet your scheduling needs. Click on the links below to sign up and join us to learn how to turn the odds of success in your favor.

Tuesday Mar 13th – 12:00 -1:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/483746602

Thursday Mar 15th – 2:00 – 3:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/334663218

Transparency is a powerful, energizing concept.  Sharing information with transparency to all stakeholders is critical when creating a “Healthy” culture.  Incorporating a healthy culture adds to a company’s performance and life expectancy much like living a healthy lifestyle. Logically, a “Healthy” Culture” that demonstrates ownership thinking and behavior can provide better and more consistent care within healthcare organizations. The culture can create the value equivalent of 4% to 12% positive net operating margin in most cases.

Top 10 examples of “Healthy” cultural business practices include:

1. Open and transparent communication
2. No “secrets” rumor environment
3. Constructive dialog
4. High trust, collaboration
5. Effective delegation
6. Innovation
7. Coaching focus for development
8. Structured approach to talent appointment
9. Compelling sense of purpose/mission
10. A passion for exceptional service and caring

However, not all information handled by leaders is designed to be shared with everyone.  It can be uncomfortable by nature when the news is not good.  There may be challenges in deciding where to balance discretion with honesty, and there can be challenges with where you draw the line (how transparent).   In other words, one of the critical factors to consider when sharing information is deciding exactly who the stakeholders are.

In almost all cases, hiding facts, even nuances, from Senior Leadership can have disastrous consequences for both the far-reaching decisions that result, and also personally for the confidence lost in your ability to accurately frame executive decisions.

And you must tell subordinate leaders, who are the lifeblood of an organization, when they could be doing better or the organization’s performance will stagnate and suffer. One crucial feature of healthcare is narrow operating margins.  In such an environment, a company-wide difficulty with honest, constructive feedback can literally spell the difference between success and failure.

Objective measurement can be a frightening thing for people to hear, especially in public, when they are used to hearing they “look marvelous”.  It can be difficult for an organization to constructively manage without dysfunction, especially as they move from an opaque culture to one of translucency and then to transparency.

For example, it could be quite chilling to conduct a climate survey and then provide the entire company with the information as to who complained about what.  Presenting some information as if from a blind source can improve harmony especially if leadership acts on the issue as a serious concern without regard to or appearance of trying to find a source to “blame”.

Information about the relative performance between departments is very important for senior leadership to hear.  However, that same information, if released to a general audience, could hurt morale and further erode performance if one of those departments was struggling.

Individual performance results are best shared with supervisors, the individual leader or employee, and senior management.  It is not necessary for everyone to have access to this personal data as long as enough leadership is involved to ensure there is a consistent standard across the organization.  The exceptions are, naturally, when it is appropriate to praise someone for a job well done. Then you can’t have too many people around to hear this news.

Business practices assessments should be shared openly with everyone.  An honest assessment of the organization’s performance and where it is positioned with respect to competitors in its field, especially when embarking on a campaign to move up in those very rankings is fair to share across the entire company, to initiate a sense of competition and teamwork.  This kind of communication can bring almost a joyous sense of camaraderie to an organization.  You can just imagine the impact that would have on employee engagement.  The company’s vision, purpose, and performance, as a whole, against these public yardsticks are also valuable to share broadly and transparently.

Tools that are powerful in their ability to communicate, can be powerfully motivating and potentially discouraging.  Choosing the right stakeholders with whom to share this information must rest on what decisions need to be made and the impacts of the decisions.

Every one of Healthcare Performance Solutions’ tools is about the visual display of quantifiable information.  Since the power of our approach is “Visual” – it makes transparency “easier” when you decide to share it.

Click here to read about how our tools can improve transparency with judgment. 

Visit us on-line at www.healthcareps.com or www.successprofiles.com.  Read any or all of our blogs at blog.rightpeoplerightroles.com

Or give us a call.  We love to talk about you!

The Performance Management Eye Chart — Part V

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Looking for new ways to improve your Talent Management and Leadership Alignment? Join Success Profiles and Healthcare Performance Solutionsfor a free Webinar on the “Key Elements of Leadership Performance and Talent Management.” There will be two times to conveniently meet your scheduling needs. Click on the links below to sign up and join us to learn how you we can take your organization the next level.

Tuesday Feb 28th – 12:00 -1:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/452022386

Thursday Mar 1st – 2:00 – 3:00pm (EST)

Click Here to Register
https://www2.gotomeeting.com/register/191420178

THE PERFORMANCE MANAGEMENT EYE CHART

Performance Management Eye Chart

Being a leader is difficult work. In some departments it is very difficult work. In others it is moderately so, but all leaders contribute to your organization’s success. Successful organizations make a great effort to match the abilities of its leaders to the difficulty of the role in which they are being placed. Putting the right people in the right roles is one of the most powerful actions an organization can use to guarantee its own success.
The Performance Management Eye Chart (PMEC) is an inclusive, incisive, broad and detailed look at an organization. Objective performance rankings are color-coded in the PMEC. The combination of color-coded ranks and specific performance measurements shows how individual departments contribute to the overall performance both accurately and at a glance.

It is hard to always get leadership alignment right, especially without help from a tool like the PMEC; the first step to getting alignment right is to recognize, then admit, when you have succeeded and when you have not. The very best way to make that recognition is through objective measurement! The second difficult challenge is taking action on the knowledge. Objective measurement gives senior leadership the confidence to take action earlier, when it can make the most difference in charting a better course for the organization’s success.

This means taking early action is an incredibly effective skill, making the Performance Management Eye Chart an extreme value. Especially in tight economic times, it is essential to not shut down performance measurement activities, but to make sure the organization invests in products that deliver out-sized value. The PMEC is the premier performance measurement tool in Healthcare, and is remarkably affordable.

Only through measurement can an organization truly determine how a broad spectrum of departments are performing and contributing to the operation’s bottom line. Through measurement, each department and leader can be held accountable and the organization’s critical leadership talent apportioned where it will do the most good. Without it, we are all, more or less, sophisticated guessers; a great game to play when things are going well and a very uncomfortable place to be when performance starts to deteriorate. You can see it, feel it, but only wonder why things aren’t quite the same anymore . . . .

ODDS OF SUCCESS CHART

Odds of Success Chart

What are the 7 typical appointment mistakes that organizations make?

  1. Appointing a B level person into a complex management role based upon their tenure period or technical competency (clinical/financial expertise). The ability to lead others does not correlate with tenure or technical expertise. Odds of Success = 45%.
  2. Appointing a lower level “supervisor” into a manager position in a bottom quartile (failing RED) department out of convenience. They are usually unsuccessful because of their lack of management experience (higher level of responsibility); they tend to be part of the status quo culture, and they are less likely to take action on the low performers or make tough decisions. Odds of Success = < 20%.
  3. Not recognizing that a complex department in the bottom quartile (failing RED) will require a “Turnaround” specialist who is used to making tough decisions quickly. Most B level managers do well in maintenance roles. A “turnaround” is a completely different, very challenging situation where doing what’s right for the department and stakeholders outweighs the personal interests of an individual. Odds of Success for a B level leader = < 20%.
  4. Waiting too long to act and failing to set hard, measurable target performance expectations with milestone dates on the first-year road-map for a new manager. “As goes the first 90 days, so goes the remainder of the year.” If new managers don’t make the heavy-lifting decisions, especially dealing with negative, disruptive, poor performers, immediately, turning around the department takes longer, is usually more painful, and has a lower overall success rate. Odds of Success = < 20%.
  5. Not considering leadership talent or ability. Assigning a C or D level leader in any role has low Odds of Success. The average C player has Odds of Success of 30% and a D player has odds of 15%. The overall success rate for a combined C or D level leader is that they have a 25% Odds of Success.
  6. Low acceptance rate of a new leader/manager by the staff because of an “old school” mindset that tenure in the department is a qualifier or even prerequisite for appointment. Some departments (and people within the departments) are unforgiving when it comes to a manager’s qualifications to lead in the role. The behavioral pattern is to “chew up and spit out” the “substitute teacher” managers as soon as possible. It can be extremely difficult for some people to handle this situation long enough to succeed. Odds of Success = < 33%
  7. Ignoring Competency Alignment. Sometimes, even the most talent leaders (A players) can be out of alignment technically, business-model wise, behaviorally, or in maturity or experience. The most common situation is insufficient technical competence and/or a business-model deficiency where a competent leader in one department/function cannot be respected as a leader in a totally different area of expertise. They simply won’t know what to do in difficult situations. The other common situation is a poor cultural or behavioral fit, where the culture of the organization is too dominant for the person to adjust to or the maturity level of the leader is too low to adapt to what will be most effective. Odds of Success = < 33%.

The Performance Management Eye Chart is the ultimate tool for measuring the performance of every department in your organization and putting it on one intelligible, accessible page. It is based on multiple sources, giving it stability and accuracy. It is actionable, and it is the first step towards aligning talented leaders into your organization’s most difficult roles.

Get one for yourself! Give us a call about what the PMEC can mean for your organization. . . We love to talk about you!

The Performance Management Eye Chart — Part IV

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What Does Being In “Over Your Head” Look Like?

Performance Management Eye Chart

(pssst . . . it’s the columns on the left)

The “Peter Principle”, nepotism, favoritism, grandfathering, tenure, ‘Good Ol’ Boy” Network, buddy system, and on and on . . .  We have a lot of terms for promoting and carrying leaders that are not performing to expectations.  Very few of them are compliments.  In most cases, this practice reflects a weakness in business leadership

Several common appointment mistakes produce sub-optimized performance when leaders and managers are put into situations where they are literally in “over their heads.” The easiest way to describe this “over-leveraged” condition is that the department’s complexity, or degree of difficulty, exceeds the threshold level where the manager has better than a 50% chance of success.

For a C level talent or ability, this is virtually any management position (regardless of complexity) because their odds of success are only 40% at best, even in the lowest-complexity positions. The decision to appoint C level leadership ability to low-complexity departments should be made only when the obstacles and barriers are easily managed or when the person has some previous experience in managing the day-to-day operations.  If the manager begins to struggle or fail, the reasons are usually very apparent: they are in over their heads.

How about those B’s?

As noted by Thomas J. DeLong and Vineeta Vijayaraghavan in their 2003 Harvard Business Review Article, Let’s Hear it for B Players, B level managers are solid, consistent performers who are competent, experienced, consistent, and loyal.   The average organization has between 50% and 60% of their executives, directors, and managers at the B level of leadership ability. These managers make up the backbone of any organization.  For a B level leadership talent, the ability to manage low – and medium -complexity situations produces favorable results 75% and 60% of the time, respectively (see Odds of Success diagram below).

The only time that B level leaders and managers have low odds of success, when they often are in over their heads, is when they are appointed to complex assignments or departments.  It is here that the odds of success dip below the 50% level to 45%. It’s not that they cannot be successful, it’s just less likely.  If the decision is made to appoint a B level talent to this level of complexity, they really need to be “over-achievers” or at the B+ level to succeed at all costs or a steep price.

  • They define success differently, not in purely financially or status terms.
  • While they work hard at work, they prioritize “life-work” balance and prefer to work 50 hours per week instead of 70 to 80 or more.
  • They are usually excellent team players and avoid the spotlight of self promotion.
  • They may have been A level performers at one time and have dialed back their career focus, often due to other priorities or “throttling” down to semi-retirement.
  • They have longer tenures in organizations because they are less likely to leap from job to job in order to fast-track or advance their careers.
  • They carry a significant amount of an organization’s intellectual capital due to their experience and tenure.

The Performance Management Eye Chart (PMEC) is a visual tool that compares leadership effectiveness and cultural engagement at glance.  Leaders can instantly see which departments have healthy cultures of excellence and which ones are facing difficulties. With a unique style of presenting information in a way that allows both detailed focus and overall vision, the Eye Charts synthesize and present meaning, allowing you to see the complete performance picture.

The truth is, in any organization, it is a smart, disciplined mix of leadership talent that matches the complexity and challenge of each department that best leads to success.   A Level Leaders should be placed in the most challenging roles, but trying to hire only A Level Leaders is expensive, difficult, and creates teamwork problems.  It did not work for Enron and it will not work for anyone else.  B leaders are excellent in the right place, and C Employees make worthy contributions to organizations every day.

Put the right people in the right roles by starting that process with the Performance Management Eye Chart, which will quantify and illustrate the impact that leadership has on overall performance and the existing culture in your organization, one leader and one department a time.

The Leadership and Management On-Boarding Road-map — Part II

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Assuring Success in the First 100 Days of Appointment
Part II

“You never get a second chance to make a first impression.”

MAKING THE 100 DAY LEADERSHIP ON-BOARDING ROAD-MAP WORK FOR YOU

The 100 Day Leadership On-Boarding Road-map to Success is a structured approach to leadership and management on-boarding that addresses a common dilemma in Healthcare today.   With the increasing financial, job complexity and business model challenges that healthcare will face as the industry navigates the changes within the Affordable Care Act, it is imperative that the leadership and management appointment rate success be higher than 60%.  Best practice organizations that have a structured approach to talent management have success rates that exceed 75%.  This gives them a significant competitive advantage

Success Profiles’ leadership and management “on-boarding” process provides the structured road-map and game plan blueprint for all “New” leaders and managers to follow. The overall process incorporates a combination of diagnostic tools, leadership assessments, goal prioritization steps, milestone timelines, action-planning functions, coaching plans, and performance metric determination and resource needs.

We invite you to learn about our 100 Day Leadership On-Boarding Road-map to Success during an easy-to-attend Webinar on Tuesday, 14 Feb at 12 Noon EST and again on Thursday, 16 Feb at 2PM EST.  To attend, simply contact any of our staff, or use one of the links below to register. This webinar will also be used as refresher training for those who have already had the initial training.

Join the 14 Feb Webinar by clicking here:
https://www2.gotomeeting.com/register/133173714

Join the 16 Feb Webinar by clicking here:
https://www2.gotomeeting.com/register/248614466

If these times are full or inconvenient, please contact us at Success Profiles or me directly at bshimel@successprofiles.com.  I will work with you personally to schedule another time for you.

Example of the 100 day Leadership and Management Game Plan

Who needs this Road-map?
New Leaders.

Who is a New Leader?
     A leader is “New” if they are:

  • New to the organization or campus (from the outside).
  • New to the position (manager, director, VP or executive).
  • New to the function (department or service line).
  • New to the responsibility (e.g., going from managing 3 departments to 5).
  • New to all four.

People First!

  • The “New”leader/manager must work to establish positive, trusting relationships with all the leaders in their network and the staff in their respective departments.
    • When they connect with the people within their span of responsibility, everything they do going forward will be easier – if they don’t, everything will be harder.
    • An agreement on how to make a first impression to build trust with superiors, peers, direct reports and staff.  The “cultural fit” game plan to win respect and support.
      • An understanding, agreement and “cascade alignment” of the performance expectations established by the organization, the senior leaders and immediate supervisor.

The new leader’s supervisor must establish The Coaching Relationship:  A person that has an existing relationship with their respective coach (immediate supervisor) has a real advantage in achieving a more successful on-boarding process.  People who have worked together usually have an understanding and appreciation of a person’s behavioral style, practice discipline habits and tendencies.  Our research has shown that when people at or above the Director level of leadership struggle or fail, the majority of the time it’s related to their ineffective behavioral style. The on-boarding game plan provides the structure, timetable and scripted discussion topics for people to more effectively work together as a team to solve their most difficult challenges.

The coaching process also takes into account the status of the “New” leader/manager.  The most difficult scenario is where the organization has selected a leader from “the outside” who is not only new to the organization but new to the position, new to the function and new to their responsibility.  In this case, the establishment of trust, respect, and an appreciation of communication style is critical for leaders and managers to work through making the most difficult decisions.  There is a special section contained within the coaching plan to explore and assess a leader and manager’s preferred behavioral style.

Learn the process, teach the process.  A huge attribute of 100 Day Leadership On-Boarding is its Transferability:  The methodology designed into the leadership and management on-boarding process is relatively easy for any organization to adopt.  There is no special software to install, firewall security concerns and there are on-demand tutorials to assist people with every aspect of the process. The entire suite of leadership performance and talent management tools are interconnected and game plan development applications are linked within the Microsoft Office program of Excel.

Leadership and management on-boarding and coaching is not a competency that should be outsourced to a consulting or service firm.  It is much more of a “high touch” vs. a “high tech” process where relationships and personal interactions take priority over the diagnostic assessments, game plan forms and assessment tools.

The benefits of this process are:

  • Assuring proper alignment for every leader and manager for their relative odds of success before their appointment, which helps avoid managers becoming immediately “over-leveraged” (getting in over their heads).
  • Increasing the consistency of road-map and blueprint game plans for everyone “New” (either appointed into a leadership role and/or for those that are existing leaders that are taking on increased responsibilities).
  • Game plan alignment with mutual developed expectations, performance targets, priorities and resources needed, where all challenges are openly discussed and options for solutions are explored.
  • Providing the structured timetable and planning tools for meetings and coaching sessions at the critical milestones within the first 100 days.
  • Enhancing the coaching relationship so that significant issues and challenges can be openly discussed in a safe and trusting environment.
  • Connects to leadership/professional development content and resources (articles, video clips, and individual assessments)
  • Connects to integrated performance measurement scorecards, performance management systems, individual behavioral style assessments, personalized coaching plans, and succession planning road-maps.

“Prescription without Diagnosis is considered Malpractice.”

The 100 Day Leadership On-Boarding Road-map adds purpose, structure, and human concern to the first days of every new leader’s role in your organization.  It can truly

Assure Success in the First 100 Days of Appointment. 

If possible, please join us for the webinar, if not visit us on-line at http://www.RightPeopleRightRoles.com.

Give us a call!  We love to talk about you.

The 100 Day Leadership On-Boarding Road-map

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Assuring Success in the First 100 Days of Appointment
Part I of II

“You never get a second chance to make a first impression.”

Success Profiles introduces an effective tool to improve success in Healthcare organizations.    We have worked with Healthcare leaders to develop a structured approach to leadership and management on-boarding that addresses a common dilemma in Healthcare today.   Overall success rates for people appointed into a new leadership or management role in Healthcare is approximately 60%.  The number for those people that are new to their respective organization and role is even lower.

The Need:  With the increasing financial, job complexity and business model challenges that healthcare will face as the industry navigates the changes within the Affordable Care Act, it is imperative that the leadership and management appointment rate success be higher than 60%.  Best practice organizations that have a structured approach to talent management have success rates that exceed 75%.  This gives them a significant competitive advantage

We invite you to learn about our 100 Day Leadership On-Boarding Road-map to Success during an easy-to-attend Webinar on Tuesday, 14 Feb at 12 Noon EST and again on Thursday, 16 Feb at 2PM EST.  To attend, simply contact any of our staff, or use one of the links below to register. This webinar will also be used as refresher training for those who have already had the initial training.

Join the 14 Feb Webinar by clicking here:
https://www2.gotomeeting.com/register/133173714

Join the 16 Feb Webinar by clicking here:
https://www2.gotomeeting.com/register/248614466

If these times are full or inconvenient, please contact us at Success Profiles or me directly at bshimel@successprofiles.com.  I will work with you personally to schedule another time for you.

Help your Executives be more Effective

Healthcare executives (VP’s) can spend around 70% of their time managing the bottom quartile-performing departments.  Most, if not all, of those appointments could have been avoided if the organization had the practice discipline to avoid over-leveraging their leaders/managers and if the organization had a consistent formal approach to on-boarding new leaders to more assure their success.

Success Profiles’ leadership and management “on-boarding” process provides the structured road-map and game plan blueprint for all “New” leaders and managers to follow. The overall process incorporates a combination of diagnostic tools, leadership assessments, goal prioritization steps, milestone timelines, action-planning functions, coaching plans, and performance metric determination and resource needs.

“As goes the decisions that leaders make and the success they achieve in their first 100 days, so goes their performance over the long term.”

Example of large format version of the 100 day Leadership and Management Game Plan

The Critical Milestones @ 10, 30, 30, 30 (100) Days: The process, assessments and game plan development allow for the automatic scheduling and review of progress along the timeline of the first 100 days.  The initial assessment phase and preliminary game plan development includes the first 10 working days (2 weeks), followed by an update after the next 30 days, 60 days and 90 days.  A final game plan is created at the 100 day milestone for guidance over the remaining 9 months of the first 12 months of the appointment.  If the assignment or increase in responsibility includes a “turn-around” of a low performing department/function, coaching sessions can be scheduled more frequently (at one and two week intervals or as needed).  People may elect to use the on-boarding process, diagnostic tools, game plan development and coaching functions every year at the beginning of their annual planning and budget planning cycles.

“The likelihood of a new manager executing on a successful game plan is directly proportionate to the mutual development of a formal plan and on the consistent/periodic follow up coaching sessions within the first 100 days.”

The Game Plan Development: For a leadership/management on-boarding plan to have high probability of success, there are several elements that must be mutually agreed upon by the newly appointed leader/manager and their immediate supervisor/coach.

  • An agreement on how to make a first impression to build trust with superiors, peers, direct reports and staff.  The “cultural fit” game plan to win respect and support.
    • The “New”leader/manager must work to establish positive, trusting relationships with all the leaders in their network and the staff in their respective departments.
      • When they connect with the people within their span of responsibility, everything they do going forward will be easier – if they don’t, everything will be harder.
      • An understanding, agreement and “cascade alignment” of the performance expectations established by the organization, the senior leaders and immediate supervisor (hard metrics).
      • An understanding and agreement with the leadership effectiveness and cultural – engagement expectations established by HR (the PMEC and TMEC soft metrics).
      • An accurate and objective diagnosis of the “as is” state of performance when the new leadership/management assumes responsibility (from high performing to “a turnaround”).
      • A mutually agreed upon list of priorities and action items (think who first, then what).
      • A realistic timeline to achieve the desired performance outcomes.
      • The authority to make day to day decisions.
      • The resources to be successful (capital, staffing, tools/equipment, physical space etc.)
      • The ability to establish the “direct report” leaders reporting up to the new leader/manager.
      • The ability to make staffing decisions with disruptive employees that could be negative, pessimistic and unwilling to change/adapt to the new standards that are established.
      • The flexibility to change and adjust the game plan based upon potential changing conditions, dynamics and assumptions.
      • A protocol of how the newly appointed leader/manager and their respective coach (immediate supervisor) are going to disagree so that they can work through crucial conversation

The 100 Day Leadership On-Boarding Road-map adds purpose, structure, and human concern to the first days of every new leader’s role in your organization.  It can truly

Assure Success in the First 100 Days of Appointment. 

If possible, please join us for the webinar, if not visit us on-line at http://www.RightPeopleRightRoles.com, or give us a call!  We love to talk about making you more successful.