Developing Your Career in Healthcare Management

1. For Administrative Leaders in the Department of Medicine Mar 15th 2016 Mick Verran Developing Your Career in Healthcare Management

2. Foundations of a Successful Career Aspirations Opportunities Capabilities Career ‘Success’ + Personal Fulfillment Alignment of = Career Foundations

3. Treat your Career as a Journey, not a destination ? Career Foundations

4. Managing Your Career Career Foundations Step 1 : Clarify Your Aspirations What you want in and from your career What you like to do How you like to work Step 2 : Assess Your Capabilities Your strengths & weaknesses Step 3 : Understand The Possibilities What the market will pay for Your value Step 4 : Plan Your Journey A few critical priorities A development plan Resources Making your own development a priority

5. Step 1: Clarify Your Aspirations Step 1: Clarify Your Aspirations What is most energizing about your work? What can you do with very little effort or energy? What gives you the greatest sense of satisfaction and reward? What skills have contributed to your success? When did you learn and grow the most? What will keep you here at BMC, and what might entice you away? Which of your talents are underutilized at present? When have you been disappointed at work, and what did you learn from it? Who do you admire and look on as a role model?

6. What do you want in and from your career? Satisfaction $ Lifestyle Career Anchors – Schein Step 1: Clarify Your Aspirations Expertise Authority Autonomy Stability Variety Creativity Mission Challenge

7. What do you like to do? Skilled Unskilled Dislike Like StrengthsFinder – Rath Step 1: Clarify Your Aspirations

8. How do you like to work? Myers Briggs Type Indicator, DiSC Step 1: Clarify Your Aspirations

9. Step 2: Assess Your Capabilities Healthcare Industry Understanding Specialty Skills M HI L S Leadership Skills Management Skills Checklist at http://share.bmc.org/Organizational%20Effectiveness Step 2: Assess Your Capabilities

10. Check your blind spots Step 2: Assess Your Capabilities

11. Enlist your … peers … team … boss … friends Step 2: Assess Your Capabilities • What … • are you most often asked to contribute or help with? • have you been rewarded for in the past? • is your reputation with different groups and levels of the organization? • do others say are your strengths and development areas? • do people ask you to help them with • do people decline your offers of help with, or never follow up on? • My goal is to ….. • In order to achieve that, it’s important that I am able to ….. when I am ….. • How have your experienced me in those situations? • What do I do? • How does that work out? • Do you have any suggestions on what I should do differently?

12. Step 3: Understand The Possibilities Marketability Marketing Market Who is willing to pay for what I want to do? Do end-users buy, rent, or develop the capabilities I have? How do end-users value what I want to do? What is the future of this market? What do hiring managers buy? How can I meet buyers? How will I persuade someone to pay ME what I want to earn, to do what I want to do? How will I ensure I have the capabilities to DO what I want to do? Step 3: Understand The Possibilities

13. What do buyers buy? Step 3: Understand The Possibilities A solution to a need. The VALUE you will bring to their business – and to them. Their assessment of your unique combination of Potential & Experience What your achievements & experience say about your; Fit, Attitude Skills Knowledge

14. Market your unique combination of … Leadership Skills Technologies, Techniques Management Skills Certifications, Licenses, Academics, Training Specialty Skills Step 3: Understand The Possibilities

15. Market your VALUE • The Value of what you do is … • Improved Health Outcomes • Reduced Defects/Errors • Better End-User Experience • Increased Volume • Increased Revenue • Reduced Costs • Increased Productivity • Increased Reliability • Faster “Time To …..” • New Knowledge • Examples • Packing & Dispatch • Reduce cost of returns • Sales Rep • Increase value of each transaction • Lab Technician • Increase Researchers’ productivity What’s YOUR value; what distinguishes YOU? Step 3: Understand The Possibilities

16. Step 4: Plan your Journey … … the way you plan your vacations. ? Step 4: Plan your Journey

17. Prioritize a few critical areas Timely need or opportunity Significant impact ‘Affordable’ fix Long-term need Importance Step 4: Plan your Journey

18. Create a development plan M HI L S Step 4: Plan your Journey Have destinations in mind, but stay alert for unexpected opportunities

19. Get paid to build your career! In-place Take on a project or assignment in which you … Lead a taskforce Start a new service Fix something that’s broken Improve connections with other teams Support, teach, or coach other employees Step 4: Plan your Journey

20. Make strategic job moves … ‘Adjacencies’ Vertical Lateral What You Should Look For Breadth of exposure to business Visible impact Connections How the $ come in What impacts Customer Service What impacts Quality Why the $ go out Functional ‘keys’ Where You’ll Find It Strategic planning Budget management Resource management Customer development Quality monitoring Product/service development … at BMC! Step 4: Plan your Journey

21. Build a diverse but purposeful Network Step 4: Plan your Journey

22. Ask for help Step 4: Plan your Journey My goal is to ….. I’m trying to change or develop ….. I’d like your help because ….. What do you do in similar situations? How did you learn how to do that? What should I change in what you’ve seen me do? Could you help me by …..?

23. Use the resources around you Step 4: Plan your Journey

24. At-your-leisure resources Step 4: Plan your Journey

25. National resources Step 4: Plan your Journey

26. Make your own development a priority Step 4: Plan your Journey

27. Habituate self-development Step 4: Plan your Journey Learning Log – Learning Buddy – Learning Group? Daily Minute (1 minute) What went well – and why? What will I try to do better tomorrow? Weekly Pause (5 minutes) What did I learn this week? What can I learn next week? Monthly Muse (10 minutes) What have I improved this month? What can I do better next month? Quarterly Review (15 minutes) What opportunities will I have next quarter? What capabilities can I use those opportunities to improve? Annual Reset (1 hour) Where do I want to be 2 years from now, and how do I get there? What capabilities will I need, and how am I going to develop them?

28. If you’re not enjoying the journey, change the path you’re on! But stay at BMC please.

29. Your questions How might BMC differ as an institution compared to a smaller community health center or a different hospital altogether? What skills might be more useful at BMC than at other health care sites We do our job as a matter of course, how do we know which skills are more marketable? What is the difference between management and leadership? How do we find mentors? How would l know if an ‘adjacencies’ move is right for me? How do I know when to make a strategic job move?

30. Your questions 1 – Slides 2, 12, 14, 15 • How might BMC differ as an institution compared to a smaller community health center or a different hospital altogether? What skills might be more useful at BMC than at other health care sites? • CHC > BMC > MGH; my (somewhat) educated guess would be …… • Access to specialist resources increases • Breadth of involvement narrows & complexity of relationships increases • Speed of response & ability to change slows • Access to $ increases & room for error increases • Connection with patient population decreases as seniority increases

31. Your questions 2 – Slides 2, 12, 14, 15 • We do our job as a matter of course, how do we know which skills are more marketable? • Evolving healthcare business: (KP Study) • Maximizing the technologies, and leading the workforce, and managing the organizations, of the future. • Eternal leadership challenges: (CCL Study) • Interpersonal relationships • Building & leading a team • Changing or adapting yourself & organization • Following up on promises & completing a job • Managing outside own specialty.

32. Your questions 3 • What is the difference between management and leadership? • Erin’s Management got you in this room; John’s Leadership got this topic here. • Management puts in place new technologies; Leadership ensures they’re leveraged.

33. Your questions 4 – Slides 9, 21, 22 • How do we find mentors? • Start with a Skill Coach, and see what happens. • Mentors invest; have something to offer.

34. Your questions 5 – Slides 16, 17, 18, 19, 20 • How would l know if an ‘adjacencies’ move is right for me? • It’s the only way to add a critical Capability. • Keep the route back open. • How do I know when to make a strategic job move? • Cycle time is reducing. • Exhausted growth potential. • Have a convincing story to tell.