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Leadership in the Modern
       Pathology Environment

Larry Siedlick
CEO
Sunrise Medical Laboratories - USA

SIEMENS ACADEMY                      May 5TH – 7TH 2009
SIEMENS ACADEMY   May 5TH – 7TH 2009
Sunrise Medical Laboratories
               Overview
  Located Just Outside New York City

  Founded in 1972 as Local Community Lab

  Comprehensive Clinical/Anatomical Services

  Approximately 400 Staff

  ~ 1.7 million patient encounters annually

  Became part of Sonic Healthcare July 2007

SIEMENS ACADEMY                                May 5TH – 7TH 2009
Market Share of Lab Testing
               in the New York City Area
                              Other labs
                       Enzo     10%
                        3%

              Bio-Reference
                  12%


                   Sunrise
                     6%
                                            Quest
                                            62%
                       LabCorp
                         7%

Source: Laboratory Economics January 2007
Estimated Total Market Size = $ 1 billion

   SIEMENS ACADEMY                                  May 5TH – 7TH 2009
Laboratory Leadership Defined
Lead·er·ship         [lee-der-ship] – noun
  - the ability to guide, direct, or influence people

Based on that definition – “Who are the leaders in your
                            laboratory?”

     Leadership - not to be confused with management.


SIEMENS ACADEMY                                     May 5TH – 7TH 2009
Challenges Facing
           Laboratory Leadership
  Control demand for tests and stop unnecessary testing

  Improve delivery of the service
  Shrinking Talent Pool

  Less Financial Resources

  Services may be competitively awarded
      Could mean only low price wins
  Future Consolidation of Laboratories



SIEMENS ACADEMY                                           May 5TH – 7TH 2009
Challenges Facing
           Laboratory Leadership
  New Quality Metrics

  Training/Career Paths for laboratory staff
  Maintain existing staff expertise across services

  Customers are more demanding
    Who is the customer – clinician, patient, government?
  Developing organization-wide Customer Service Culture

  Leading staff through CHANGE to higher performance

  Finding the single magical “Silver Bullet” that can fix all of the
  above.
SIEMENS ACADEMY                                             May 5TH – 7TH 2009
“And now,
      for something completely
              different.”
            - Monty Python – Famous English Philosophy Group


SIEMENS ACADEMY                                            May 5TH – 7TH 2009
Lab Leadership – Rule # 1
                     Welcome to Healthcare




                          No Whining
                            Please



                  “It’s not supposed to be easy”
SIEMENS ACADEMY                                    May 5TH – 7TH 2009
Lab Leadership Rules 2 and 3
Rule #2 – Leadership Matters

Rule #3 - Rules 1 & 2 applies to ALL organizations

 ● Private for profit ● Not-for profits       ● Government
 ● Unionized          ● Non-unionized
 ● Large and small organizations


                  “The only easy day was yesterday.”

SIEMENS ACADEMY                                        May 5TH – 7TH 2009
Today’s Goal
  “Scratch the Surface of Understanding”
  Purpose and Passion - Role in Leadership and Performance

  Leading the Way to High Performance
  Leadership Responsibility

  Basic Characteristics of Leadership

  Perception vs. Reality

  Competencies to Lead
  What is the “Meaning of Life? “

           And other small stuff you probably already know
SIEMENS ACADEMY                                              May 5TH – 7TH 2009
“What is the Meaning of Life?”
  What is your organization’s purpose?
  Not to be confused with “what you do”
  Lab tests influence ~70% of all medical decisions
  Purpose inspires people
  Passion – Powerful magnet for talented people
  Passionate Workplace = Passionate Performance
           ____________________________________________________________________________________________


  “We provide advanced medical laboratory services to prevent, diagnosis and
            treat medical diseases to positively impact human health.”
SIEMENS ACADEMY                                                                                   May 5TH – 7TH 2009
Passion’s Role in Leadership
New Organizations/Projects: Rarely without passion

Mature Organizations/People: Passion can be lost in the
quot;operationalization“
Are you quot;passion-challenged?“
   50% of leaders struggle with maintaining the passion.
   Question: ‘Can we really evoke a strategy, a compelling
   saga, if our leadership is passionless?’
       _____________________________________________________________________________

“One person with passion is better than 40 people who are merely interested.”
SIEMENS ACADEMY                                                               May 5TH – 7TH 2009
Re-Discover Your Passion
  Where do you look if your passion is lost?
      Introspection

      Define what we are passionate about because we are
      “language-beings.”

      “Languaging passion” makes clear in our own minds
      what we are up to, and to be able to articulate it to
      others.
SIEMENS ACADEMY                                   May 5TH – 7TH 2009
“Languaging” My Passion

“My passion is to revolutionize
leadership in a way that would
 allow us to significantly alter
          the future.”
SIEMENS ACADEMY            May 5TH – 7TH 2009
Passionate Leadership to
         Achieve High Performance
  Be purpose-driven
    People follow and embrace that passion and purpose as their own

  Know your people
   Leaders know the people who work for them
   Commit to developing skills and helping them reach their full potential
   People want to contribute meaningfully; create an environment where they
   can do so.

   Get people involved
     Participation vs. “Following Orders”
     Creates a personal interest in the decisions
     Enable people to contribute
_______________________________________________________________
   quot;High-performance organizations are purpose-driven, while all others just
                             operate day by day.”
SIEMENS ACADEMY                                                 May 5TH – 7TH 2009
Leadership DNA
        Survey of 300 CEOs Worldwide

  quot;Is leadership predominantly something you are born with or
  something that you develop through experience?“
    • 40% said leadership was born
    • 60% said it was gained through experience

  “What they considered to be the most important aspects --
  and the most difficult -- of being a leader?”
   • Most Important: Having the right people was second only to creating
      vision
    • Most Difficult: Having the right people just behind maintaining
      momentum and developing people.


SIEMENS ACADEMY                                               May 5TH – 7TH 2009
Connecting the Dots… to
         Having the “Right People”
  Attracting/motivating the right people … requires great
  organizational culture…

  Great Organizational Culture is … determined and driven by great
  leadership…

  Great leadership … worked on EVERYDAY...

  Everyday … the laboratory offers new opportunities to lead
          ____________________________________________
            “ Attracting, retaining and motivating good people is
            directly proportional to your organization’s culture.”

SIEMENS ACADEMY                                                 May 5TH – 7TH 2009
Hire/Promote the Right People
                 “Hiring for Dummies”

  Being “customer service minded” and a “hard worker” are personality traits
  and NOT learned technical skills.

  Most organizations hire/promote people for what they know… then they
  fire them for who they are

  Spend more time in the hiring/promotion process finding out who people
  are

  Hire for behavior; train for performance
               _______________________________________________________

        “To select the wrong person for a job is a common mistake; not to remove
                               them is a fatal weakness.”
SIEMENS ACADEMY                                                        May 5TH – 7TH 2009
Customer Service Culture
 “Why is it so hard for some lab staff?”

                   One Possible Theory
  Technically Driven Culture vs. Customer Driven Culture

  Lab Leadership – Total Commitment to Internal and External Customers
      Leaders must recognize they set the tone for service culture
      Then – Leaders must set the tone with “ruthless consistency”
       ___________________________________________________________________

          “Hello, this is a recording, you’ve dialed the right number,
                  now please hang up and don’t do it again.”

SIEMENS ACADEMY                                                    May 5TH – 7TH 2009
Lab Leadership Culture at Sunrise
    “Customer Service Culture by Example”

  #1 Priority is our Internal Customers
  Management recognizes our staff as customers
  Strong emphasis on both teamwork and responsiveness to
  individuals
  ALL levels of management are accessible and place strong emphasis
  on work environment
  “Perception is Reality”
  We understand that our staff’s perception of culture is their reality – no
  matter what we think.


SIEMENS ACADEMY                                                    May 5TH – 7TH 2009
How Leaders Motivate Staff to High Performance
    “A million things to do in your spare time”

    Giving Verbal and Visual Recognition
    Say thanks to someone everyday
    Smile - Keep the workplace friendly
    Give recognition in front of peers
    “Walk the 4 Corners”
    Praise someone everyday
    Give credit where credit is due
    Non-monetary awards
    Asking Questions and Listening Carefully
      Listening tells you what staff needs (“Perception is Reality”)
    Act on staff ideas and suggestions that make sense


 SIEMENS ACADEMY                                                       May 5TH – 7TH 2009
Other Leadership Things
             That Get People Working

  Provide Opportunities for Growth
       Within the position and, if possible, beyond the position


  Empathic and Thoughtful Leadership
   •   Do what you say you're going to do
   •   Keep all your promises
   •   Involves staff in decisions that directly affect them
   •   Go out of your way to help staff
   •   Be sympathetic to personal problems


SIEMENS ACADEMY                                                    May 5TH – 7TH 2009
How do leaders get the
           right people working?

Thru Leadership that is …
  Effective

  Passionate

  Emotionally Intelligent



SIEMENS ACADEMY                     May 5TH – 7TH 2009
Emotional Intelligence for Leaders
         “With Apologies to Daniel Goleman”

Key Traits of High Emotional Intelligence

  Optimism
  Self-Awareness
  Empathy
  Impulse Control
  Reality Check




SIEMENS ACADEMY                               May 5TH – 7TH 2009
Basic Competencies for
      High Performance Leadership
  Know yourself (Self Awareness)
      Leaders serve to remind people what is most important, but first they
      must know what's important to them.

  Be optimistic and empathic (Social Awareness)
    You set the tone for those around you.
  Connect with others (Relationship Management)
    Understand what makes your staff perform at their best and what they
    need to help the organization succeed.
  Self Control of, and responsibility for, your actions (Self
  Management)
    Assume responsibility yourself.

SIEMENS ACADEMY                                                 May 5TH – 7TH 2009
Basic Leadership Competencies (Continued)
        “Vision without action is daydreaming.”

   Make timely decisions
     Make a sound decision and move on

   Communicate
     Perhaps a leader's most significant function - the good news and the bad
     “Intent vs. Impact” (Leaders choose and deliver their words carefully)
       Punctuate these words quot;woman without her man is nothingquot;.

       Men wrote: quot;Woman, without her man, is nothing.quot;

       Women wrote: quot;Woman! Without her, man is nothing.quot;


 SIEMENS ACADEMY                                                May 5TH – 7TH 2009
Leading the Change
“Change is good – you go first.” – Dilbert - famous American philosopher

   Guide people toward the desired objective:

      Say what you mean. Be straightforward and credible. People who
      understand what the leader wants stand a far better chance of working
      things out on their own.

      Empathize, don't disdain. Strive to understand a person's circumstances
      and help him develop a plan to improve the situation.

      Have respect. People should feel responsible for their own actions and
      ideas. Respect their personal values, rather than forcing your own upon
      them.
   SIEMENS ACADEMY                                                         May 5TH – 7TH 2009
The Role of a Leader
         “The future isn’t what it used to be.”
  Strategist for Future
    Look three years out into the future
    Ask the most important strategic question: “How will our organization
    survive and improve in the future?”

  Ambassador to important staff and customers
   Increases staff’s trust in you and establishes your credibility

  Inventor
    Find your staff and external customer’s pain and develop new processes or
    services to relieve it.
    Ensures that the strategic direction of the laboratory aligns around the
    staff’s and customer’s pain
SIEMENS ACADEMY                                                      May 5TH – 7TH 2009
The Role of a Leader in
     High Performance Organizations
  Coach, teacher to your direct reports
    Culture of learning at all levels
    Learn and Teach the big picture perspective no matter what your position
    Learn and Teach some basic financial/budget facts so you and your staff
    understands what is really happening from a financial standpoint.

  Investor
    Treat your organization (and your career) as an investment of a life time
    Strive to constantly increase it’s value
    Striving to increase value leads you to good decisions and creates a stable work
    environment for you and people

  Student for Life
    Stay active in some form of continued professional development
SIEMENS ACADEMY                                                        May 5TH – 7TH 2009
Organizational Trust Theorem
 “The level of motivation in an organization can never
             rise above the level of trust.”
The staff …
  Accepts and executes decisions even if they don't fully understand them
  Gives up short-term benefits for long-term, mutually beneficial rewards
  Shares the burden in difficult times
  Responds with understanding to work emergencies
  Invests their ideas and suggestions in the future

  SIEMENS ACADEMY                                                  May 5TH – 7TH 2009
Leading Your Team‘s Creative Energy

An inspiring purpose

A sense of urgency that is shared by all

A quot;we're all in this togetherquot; attitude
Goals that broaden people‘s abilities

A belief that teamwork can meet these goals

Know what your team really wants
        _____________________________________________

               “If you obey all the rules, you miss all the fun.”

SIEMENS ACADEMY                                                     May 5TH – 7TH 2009
What People Really Want
  Want to feel like members of a great team


  Want to know the work they do is necessary


  Want to know the work they do is important for the organization's survival.




SIEMENS ACADEMY                                                 May 5TH – 7TH 2009
Does all this “Lab Leadership Stuff”
               really work?




                  You Decide

SIEMENS ACADEMY                           May 5TH – 7TH 2009
Leadership Results at Sunrise
Productivity Metric - Annual Transactions/Full Time Staff Member
  Quest is 3,639 and LabCorp is 3,820*
  Sunrise is 3,776

Financial Benchmark – Revenue/Full Time Staff Member
  Quest is $151,053 and LabCorp is $143,632*
  Sunrise is $206,220

Financial Results - Similar to Largest US National Labs

High organic growth rates

Low staff turn-over at all levels

High customer retention
SIEMENS ACADEMY                                           May 5TH – 7TH 2009
One Final Theory
                  “The Ultimate Quality Metric”

         “The quality of a person’s life is in direct
     proportion to their commitment to excellence,
     regardless of their chosen field of endeavour.”
                                  – Vince Lombardi, US Football Coach



Contact Information: Larry Siedlick
Sunrise Medical Laboratories
Email:Lsiedlick@sunriselab.com Phone 631-435-1515
SIEMENS ACADEMY                                                         May 5TH – 7TH 2009

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"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy

  • 1. Leadership in the Modern Pathology Environment Larry Siedlick CEO Sunrise Medical Laboratories - USA SIEMENS ACADEMY May 5TH – 7TH 2009
  • 2. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 3. Sunrise Medical Laboratories Overview Located Just Outside New York City Founded in 1972 as Local Community Lab Comprehensive Clinical/Anatomical Services Approximately 400 Staff ~ 1.7 million patient encounters annually Became part of Sonic Healthcare July 2007 SIEMENS ACADEMY May 5TH – 7TH 2009
  • 4. Market Share of Lab Testing in the New York City Area Other labs Enzo 10% 3% Bio-Reference 12% Sunrise 6% Quest 62% LabCorp 7% Source: Laboratory Economics January 2007 Estimated Total Market Size = $ 1 billion SIEMENS ACADEMY May 5TH – 7TH 2009
  • 5. Laboratory Leadership Defined Lead·er·ship [lee-der-ship] – noun - the ability to guide, direct, or influence people Based on that definition – “Who are the leaders in your laboratory?” Leadership - not to be confused with management. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 6. Challenges Facing Laboratory Leadership Control demand for tests and stop unnecessary testing Improve delivery of the service Shrinking Talent Pool Less Financial Resources Services may be competitively awarded Could mean only low price wins Future Consolidation of Laboratories SIEMENS ACADEMY May 5TH – 7TH 2009
  • 7. Challenges Facing Laboratory Leadership New Quality Metrics Training/Career Paths for laboratory staff Maintain existing staff expertise across services Customers are more demanding Who is the customer – clinician, patient, government? Developing organization-wide Customer Service Culture Leading staff through CHANGE to higher performance Finding the single magical “Silver Bullet” that can fix all of the above. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 8. “And now, for something completely different.” - Monty Python – Famous English Philosophy Group SIEMENS ACADEMY May 5TH – 7TH 2009
  • 9. Lab Leadership – Rule # 1 Welcome to Healthcare No Whining Please “It’s not supposed to be easy” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 10. Lab Leadership Rules 2 and 3 Rule #2 – Leadership Matters Rule #3 - Rules 1 & 2 applies to ALL organizations ● Private for profit ● Not-for profits ● Government ● Unionized ● Non-unionized ● Large and small organizations “The only easy day was yesterday.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 11. Today’s Goal “Scratch the Surface of Understanding” Purpose and Passion - Role in Leadership and Performance Leading the Way to High Performance Leadership Responsibility Basic Characteristics of Leadership Perception vs. Reality Competencies to Lead What is the “Meaning of Life? “ And other small stuff you probably already know SIEMENS ACADEMY May 5TH – 7TH 2009
  • 12. “What is the Meaning of Life?” What is your organization’s purpose? Not to be confused with “what you do” Lab tests influence ~70% of all medical decisions Purpose inspires people Passion – Powerful magnet for talented people Passionate Workplace = Passionate Performance ____________________________________________________________________________________________ “We provide advanced medical laboratory services to prevent, diagnosis and treat medical diseases to positively impact human health.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 13. Passion’s Role in Leadership New Organizations/Projects: Rarely without passion Mature Organizations/People: Passion can be lost in the quot;operationalization“ Are you quot;passion-challenged?“ 50% of leaders struggle with maintaining the passion. Question: ‘Can we really evoke a strategy, a compelling saga, if our leadership is passionless?’ _____________________________________________________________________________ “One person with passion is better than 40 people who are merely interested.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 14. Re-Discover Your Passion Where do you look if your passion is lost? Introspection Define what we are passionate about because we are “language-beings.” “Languaging passion” makes clear in our own minds what we are up to, and to be able to articulate it to others. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 15. “Languaging” My Passion “My passion is to revolutionize leadership in a way that would allow us to significantly alter the future.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 16. Passionate Leadership to Achieve High Performance Be purpose-driven People follow and embrace that passion and purpose as their own Know your people Leaders know the people who work for them Commit to developing skills and helping them reach their full potential People want to contribute meaningfully; create an environment where they can do so. Get people involved Participation vs. “Following Orders” Creates a personal interest in the decisions Enable people to contribute _______________________________________________________________ quot;High-performance organizations are purpose-driven, while all others just operate day by day.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 17. Leadership DNA Survey of 300 CEOs Worldwide quot;Is leadership predominantly something you are born with or something that you develop through experience?“ • 40% said leadership was born • 60% said it was gained through experience “What they considered to be the most important aspects -- and the most difficult -- of being a leader?” • Most Important: Having the right people was second only to creating vision • Most Difficult: Having the right people just behind maintaining momentum and developing people. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 18. Connecting the Dots… to Having the “Right People” Attracting/motivating the right people … requires great organizational culture… Great Organizational Culture is … determined and driven by great leadership… Great leadership … worked on EVERYDAY... Everyday … the laboratory offers new opportunities to lead ____________________________________________ “ Attracting, retaining and motivating good people is directly proportional to your organization’s culture.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 19. Hire/Promote the Right People “Hiring for Dummies” Being “customer service minded” and a “hard worker” are personality traits and NOT learned technical skills. Most organizations hire/promote people for what they know… then they fire them for who they are Spend more time in the hiring/promotion process finding out who people are Hire for behavior; train for performance _______________________________________________________ “To select the wrong person for a job is a common mistake; not to remove them is a fatal weakness.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 20. Customer Service Culture “Why is it so hard for some lab staff?” One Possible Theory Technically Driven Culture vs. Customer Driven Culture Lab Leadership – Total Commitment to Internal and External Customers Leaders must recognize they set the tone for service culture Then – Leaders must set the tone with “ruthless consistency” ___________________________________________________________________ “Hello, this is a recording, you’ve dialed the right number, now please hang up and don’t do it again.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 21. Lab Leadership Culture at Sunrise “Customer Service Culture by Example” #1 Priority is our Internal Customers Management recognizes our staff as customers Strong emphasis on both teamwork and responsiveness to individuals ALL levels of management are accessible and place strong emphasis on work environment “Perception is Reality” We understand that our staff’s perception of culture is their reality – no matter what we think. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 22. How Leaders Motivate Staff to High Performance “A million things to do in your spare time” Giving Verbal and Visual Recognition Say thanks to someone everyday Smile - Keep the workplace friendly Give recognition in front of peers “Walk the 4 Corners” Praise someone everyday Give credit where credit is due Non-monetary awards Asking Questions and Listening Carefully Listening tells you what staff needs (“Perception is Reality”) Act on staff ideas and suggestions that make sense SIEMENS ACADEMY May 5TH – 7TH 2009
  • 23. Other Leadership Things That Get People Working Provide Opportunities for Growth Within the position and, if possible, beyond the position Empathic and Thoughtful Leadership • Do what you say you're going to do • Keep all your promises • Involves staff in decisions that directly affect them • Go out of your way to help staff • Be sympathetic to personal problems SIEMENS ACADEMY May 5TH – 7TH 2009
  • 24. How do leaders get the right people working? Thru Leadership that is … Effective Passionate Emotionally Intelligent SIEMENS ACADEMY May 5TH – 7TH 2009
  • 25. Emotional Intelligence for Leaders “With Apologies to Daniel Goleman” Key Traits of High Emotional Intelligence Optimism Self-Awareness Empathy Impulse Control Reality Check SIEMENS ACADEMY May 5TH – 7TH 2009
  • 26. Basic Competencies for High Performance Leadership Know yourself (Self Awareness) Leaders serve to remind people what is most important, but first they must know what's important to them. Be optimistic and empathic (Social Awareness) You set the tone for those around you. Connect with others (Relationship Management) Understand what makes your staff perform at their best and what they need to help the organization succeed. Self Control of, and responsibility for, your actions (Self Management) Assume responsibility yourself. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 27. Basic Leadership Competencies (Continued) “Vision without action is daydreaming.” Make timely decisions Make a sound decision and move on Communicate Perhaps a leader's most significant function - the good news and the bad “Intent vs. Impact” (Leaders choose and deliver their words carefully) Punctuate these words quot;woman without her man is nothingquot;. Men wrote: quot;Woman, without her man, is nothing.quot; Women wrote: quot;Woman! Without her, man is nothing.quot; SIEMENS ACADEMY May 5TH – 7TH 2009
  • 28. Leading the Change “Change is good – you go first.” – Dilbert - famous American philosopher Guide people toward the desired objective: Say what you mean. Be straightforward and credible. People who understand what the leader wants stand a far better chance of working things out on their own. Empathize, don't disdain. Strive to understand a person's circumstances and help him develop a plan to improve the situation. Have respect. People should feel responsible for their own actions and ideas. Respect their personal values, rather than forcing your own upon them. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 29. The Role of a Leader “The future isn’t what it used to be.” Strategist for Future Look three years out into the future Ask the most important strategic question: “How will our organization survive and improve in the future?” Ambassador to important staff and customers Increases staff’s trust in you and establishes your credibility Inventor Find your staff and external customer’s pain and develop new processes or services to relieve it. Ensures that the strategic direction of the laboratory aligns around the staff’s and customer’s pain SIEMENS ACADEMY May 5TH – 7TH 2009
  • 30. The Role of a Leader in High Performance Organizations Coach, teacher to your direct reports Culture of learning at all levels Learn and Teach the big picture perspective no matter what your position Learn and Teach some basic financial/budget facts so you and your staff understands what is really happening from a financial standpoint. Investor Treat your organization (and your career) as an investment of a life time Strive to constantly increase it’s value Striving to increase value leads you to good decisions and creates a stable work environment for you and people Student for Life Stay active in some form of continued professional development SIEMENS ACADEMY May 5TH – 7TH 2009
  • 31. Organizational Trust Theorem “The level of motivation in an organization can never rise above the level of trust.” The staff … Accepts and executes decisions even if they don't fully understand them Gives up short-term benefits for long-term, mutually beneficial rewards Shares the burden in difficult times Responds with understanding to work emergencies Invests their ideas and suggestions in the future SIEMENS ACADEMY May 5TH – 7TH 2009
  • 32. Leading Your Team‘s Creative Energy An inspiring purpose A sense of urgency that is shared by all A quot;we're all in this togetherquot; attitude Goals that broaden people‘s abilities A belief that teamwork can meet these goals Know what your team really wants _____________________________________________ “If you obey all the rules, you miss all the fun.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 33. What People Really Want Want to feel like members of a great team Want to know the work they do is necessary Want to know the work they do is important for the organization's survival. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 34. Does all this “Lab Leadership Stuff” really work? You Decide SIEMENS ACADEMY May 5TH – 7TH 2009
  • 35. Leadership Results at Sunrise Productivity Metric - Annual Transactions/Full Time Staff Member Quest is 3,639 and LabCorp is 3,820* Sunrise is 3,776 Financial Benchmark – Revenue/Full Time Staff Member Quest is $151,053 and LabCorp is $143,632* Sunrise is $206,220 Financial Results - Similar to Largest US National Labs High organic growth rates Low staff turn-over at all levels High customer retention SIEMENS ACADEMY May 5TH – 7TH 2009
  • 36. One Final Theory “The Ultimate Quality Metric” “The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavour.” – Vince Lombardi, US Football Coach Contact Information: Larry Siedlick Sunrise Medical Laboratories Email:Lsiedlick@sunriselab.com Phone 631-435-1515 SIEMENS ACADEMY May 5TH – 7TH 2009