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