1 / 33

Presented by Brad Weeks

Developing Your Leaders. Presented by Brad Weeks. Challenged ?. K nowledge A ttitudes and S kills can be unlearned and relearned to create successful personal and professional excellence. The Purpose For This Session. Objectives.

caraf
Download Presentation

Presented by Brad Weeks

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Developing Your Leaders • Presented by • Brad Weeks

  2. Challenged? Knowledge Attitudes and Skills can be unlearned and relearned to create successful personal and professional excellence.

  3. The Purpose For This Session

  4. Objectives THE PURPOSE: Define the purpose of Leadership Development in the journey to Patient Centered Excellence HOW TO: Build processes to implement Leadership Development programs SHARING TIME: Explore how leadership development works to sustain Baptist Health Care’s and our clients’ journeys

  5. thoughts or questions?text @ 850-516-0930 or tweet…@bweeks12

  6. Getting to know you… Discuss the following in your groups: • Name, where your work, your role • What, in your opinion, is the purpose of leadership development? Text your answers to question#2 to: 850-516-0930 *standard text messaging rate applies*

  7. And the winner is……

  8. What is the purpose of leadership development? • Improve the patient experience • Reminder of what we should be doing • Knowledge and training for how we should use tools • Develop and coach staff • To survive and thrive and create culture change • Promote Mission, Vision and Values • Communication between execs and front line • Doug doesn’t like Tweeting or Texting

  9. Driving Results A Fortune magazine cover story on why CEOs succeed or fail decried the mistaken belief that developing the right strategy will enable a company to rocket past its competitors. In reality, strategy is less than half the battle. (Reference, “Building a Strategy Focused Organization,” HBR, Kaplan and Norton)

  10. The Theories Behind Today’s Session… In the majority of cases – we estimate 70% - the real problem isn’t (bad strategy)… it’s bad execution. (Reference, “Building a Strategy Focused Organization”, HBR, Kaplan and Norton)

  11. The Theories Behind Today’s Session… Execution Is A Discipline People think of execution as the tactical side of the business. Tactics are central to execution but execution is not tactics. Execution is fundamental to strategy and has to shape it. No worthwhile strategy can be planned without taking into account the organization’s ability to execute it. In it’s most fundamental sense, execution is a systematic way of exposing reality and acting on it. (Bossidy, Charan, 2002).

  12. We need to give leaders the tools to execute and accomplish the… Goals are a means to measure execution!

  13. LD is a Key Service Team • Senior Leader Sponsored • Leader Led • Employee Team Members • LD has leader team members • by your highest performers • Governed by a Steering Team

  14. Build A Foundation & Process… …know what to focus on & how it connects to the plan/goals

  15. How we decide what to teach Actual vs. Desired Results Culture (Behaviors) Strategy (Change) Process (Actions) Actual vs. Desired Results

  16. Develop an annual perspective

  17. Leadership Core Competencies Strategies & Goals Mission, Vision, Values, Standards Developing The Solution Accountability Measures Goal Performance Cascade Learning Rounding/Linkage Grids Evaluations New Process of Acct. Curriculum Dev. Processes & Resources Leaders Data Partnerships Team Members Development Initiative Always Link Back to the Your Foundation

  18. Engaging Leaders In The Process Cascade Learning Survey Feedback • Improvements • Application • Results

  19. 187 Bed Hospital Location: Pocatello, Idaho Partner since 2011

  20. I am still learning!

  21. Sometimes we all need a pep talk.

  22. Next Steps and Action Planning • April Fairey • Katie Owens

  23. Coaching Plan • Two-year Roadmap • Lead Coaches • April Fairey and Scott Ginnetti • Focus Areas • Accountability • Measurement • Communication • Ownership of the patient experience • Tools and Tactics

  24. 1st 90-Day Coaching Plan • Identify Organizational Champion • Adopt Leadership Development teams and SHP Leadership Development Team • Culture Deep Dive with SHP Senior Leaders • 1st Leadership Development Session • Senior Leader Rounding • Introduction to Employee Rounding • Employee Forum Fundamentals • Cascading Information and Tools

  25. Share Assessment Findings • CEOs and Dave Edwards to receive Cascade Learning Kit • Talking points for leaders • Recognize staff for participation • Continue building momentum

  26. Imperatives for You • Ownership of positive messaging • Manage up Superior Health Partners • Role model behaviors (e.g., Managing Up organizations and all aspects of coaching) • Begin to eliminate Words that Don’t Work • Read Journey to Excellence

  27. Action Planning Top 3 Take Aways What is one thing you want to do differently?

  28. Remember…

  29. How can we help?

  30. Thank you.

More Related