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The Leadership Challenge and ROI

The Leadership Challenge and ROI. Brooks Rehabilitation. Brooks Facts. 143 bed rehab hospital 25 outpatient clinics Home health services 68 bed skilled nursing facility Post acute – It’s what we do, It’s all we do!. Our Challenge. High growth No leadership or management development

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The Leadership Challenge and ROI

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  1. The Leadership Challenge and ROI

  2. Brooks Rehabilitation

  3. Brooks Facts • 143 bed rehab hospital • 25 outpatient clinics • Home health services • 68 bed skilled nursing facility • Post acute – It’s what we do, It’s all we do!

  4. Our Challenge • High growth • No leadership or management development • New business lines • Culture shift

  5. Our Need • Grow leadership talent • Find a simple and elegant solution that was sustainable and flexible • Transcend the organization hierarchy

  6. The solution would be research and evidenced based

  7. Our Solution

  8. Our Hypothesis Demonstrating the 5 practices and associated 30 behaviors would increase our bottom line and return on investment (ROI).

  9. Our Measurement Each participant completes the LPI 360 before participating in class and again 12 – 18 months after finishing the course

  10. Our LPI Results

  11. Voluntary Individual development plan Action learning assignments The Course Structure • 12 week program • 2.5 hrs/wk of classroom time • 2-5 hrs/wk of homework • LPI • Before class • 12-18 months post

  12. The Course Structure • Conceptual learning • Align visions and change projects • Initially: • Director Level and Above • Now: • Open to entire employee population

  13. Action Learning

  14. Relevant Action Learning • Establish strong executive sponsorship • Select business challenges and scope them appropriately • Invest in participants with high leadership potential • Challenge your action learning teams • Communicate broadly about your program

  15. Course Detail

  16. Conceptual Class Review LPI data Discuss important concepts Learning activities

  17. Homework Meet with next level leader Dialogue about assignment Prepare to share in class

  18. Lab Class Share action learning assignment Provide and receive feedback Practice before sharing with constituents

  19. Apply Incorporate class feedback Dialogue and share with constituents Dialogue with next level leader

  20. How does this translate to ROI? • Solves real business problems • “Better, Faster, Cheaper” • Culture is shifting

  21. Action Learning Examples • Online Scholarly Resource Center • eStubView • Reducing patient cancellation rates • Center for Sports Therapy referrals from CIU • New Performance Planning Tool

  22. Project # 1: Easy to accessevidenced based clinical research

  23. Project #2: eStubViewElectronic Payroll Communication

  24. Project #3: Simple idea to decrease cancellation rates Q2 ‘09   21.95% Q2 ‘10 17.92% Q3 ‘10  15.55% • “On the floor, out the door” • Corrected process problems

  25. Project #4: Center for Sports Therapy Referrals from CIU

  26. Project # 5: OP Performance Appraisal

  27. Project #5 OP Performance Appraisal Increase 28% December ‘09 46% December ‘07 18% % of Clinics with SS Payout

  28. Other Outcomes

  29. We have proved our hypothesis! Increasing the frequency of the 30 behaviors associated with the 5 practices positively impacted the organization’s bottom line and return on investment. In Summary

  30. Our Success Improved speaking skills Improved feedback skills Increased employee engagement Building a pool of leaders at all levels Changed the lexicon Employees are asking, “How can I make a difference?”

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