Navigating Troubled Waters: Leading the Process of Change

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NAVIGATING TROUBLED WATERS:
LEADING THE PROCESS OF CHANGE
Iowa Hospital Association Annual Meeting
Copyright 2013, INTEGRATED Healthcare Strategies. All rights reserved.
October 7, 2014
Des Moines
Presented by:
William F. Jessee, M.D., FACMPE, Chief Medical Officer & Senior Advisor
INTEGRATED Healthcare Strategies

INTEGRATED Healthcare Strategies:
Who We Are
We provide a range of interconnected solutions–compensation, employee &
physician engagement, labor, governance, physician services, and executive
placement–that together help you align people, pay, and performance throughout
your organization.
ENGAGEMENT & PATIENT
SATISFACTION SURVEYS
Quantify and improve engagement
to drive business performance
1
PHYSICIAN SERVICES
Maximize performance and
physician affiliations
TOTAL COMPENSATION & REWARDS
Enhance your organization’s success
with complete compensation solutions
GOVERNANCE & LEADERSHIP
Gain confidence with the complexities of
healthcare governance
HR CONSULTING
Enhance the power of the people-side
of your business
MSA EXECUTIVE SEARCH
Connect with the firm that specializes in
healthcare leadership placement
MERGER & ACQUISITION ADVISORY
Maximize your operational and
financial performance
ONE Source,
YOUR Solutions

A sampling of our clients...
2

WHAT MAKES AN EFFECTIVE
LEADER?
3

Qualities of Leaders*
•Vision
•Sense of mission
•Ability to communicate the vision and mission
•Trust in others
•Mastery of self
•Ability to help motivate others
*Elizabeth Jeffries, The Heart of Leadership, 1992
4

A Strong Leader is Like a
Shepherd....
“He stays behind the flock, letting the most
nimble go out ahead, whereupon the others
follow, not realizing that all along they are being
directed from behind.”
o Nelson Mandela
5

LESSON 1
"Being responsible sometimes means pissing people off."
Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign
of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult choices, by trying
not to get anyone mad, and by treating everyone equally "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind
up angering are the most creative and productive people in the organization.
•General Colin Powell

Trust is essential to effective
leadership
•Trust is a function of:
• Reputation
• Risk
• Repetition
• Reward
•Founded on truthfulness
•Slowly earned, but can be quickly burned
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Elements of Trust
Predictability: Trust means being able to predict what other
people will do and what situations will occur. If we can surround
ourselves with people we trust, then we can create a safe present
and an even better future.
Value Exchange: Trust means making an exchange with
someone when you do not have full knowledge about them, their
intent and the things they are offering to you.
Delayed Reciprocity: Trust means giving something now with
an expectation that it will be repaid, possibly in some unspecified
way, at some unspecified time in the future.
Exposed Vulnerabilities: Trust means enabling other people to
take advantage of your vulnerabilities—but expecting that they
will not do this.
8

Trust is...
The basis for:
 Engagement
Commitment
Accountability
 Focus
 Patrick Lencioni
9

Some other thoughts on
“Trust”
•Trust is grown rather than depleted by its use.
•Trust is a psychological state with the intention to
accept vulnerability based upon positive expectations
of the intentions or behavior of another. A willingness
to act on the basis of the words, actions, and decisions
of others.
•Trust embraces an interdependence with others.
•Trust is a key element in conflict resolution;
negotiation; enhanced cooperation; information
sharing; and problem solving.
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How to Lose Trust
1. Tell lies of commission
2. Tell lies of omission
3. Fail to Walk the Talk
4. Fail to do what you say you are going to do
5. Fail to follow-up and follow-through
6. Make random, haphazard unexpected changes for
no apparent reason
7. Never act like you care
8. Favoritism
9. Publicly criticizing
10. Not dealing with toxic behavior
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Building Trust
1. Be authentic
2. Perform competently
3. Establish consistency and predictability
4. Communicate accurately
5. Share and delegate control
6. Show concern for others
7. Establish a common identity
12

Building Trust (cont.)
8. Create joint goals and joint projects
9. Promote active and authentic listening
10. Act immediately on trust transgressions:
• Take responsibility, apologize
• Explain what happened
• Be sincere
• Fix the situation
• Clarify expectations for the future
13

Some Leadership Principles
1. No whining
2. Educate potential leaders on the business and
service aspects of healthcare
3. Set an example by your behavior
4. Develop your and their leadership skills
o Listening
o Reflecting what you heard
o Stealing ideas shamelessly
o Persistence
o Flexibility
14

Leadership Principles
5. Be a change agent
o Identify and surface conflicts
o Resolve them constructively
o Continuously improve
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HOW to Lead
•Articulate your personal vision for your organization
•Create a mission that allows that vision to become a
reality
•Communicate it to others and get them to buy in
•BE WILLING TO MODIFY YOUR MISSION AND
VISION
•Empower others because…
•…that empowers YOU
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HOW to Lead
•Be candid about yourself--strengths, weaknesses,
balance, etc.
•Motivate by example...
•…not by command
•Be public with praise, recognition and reward…
•…and private with criticism or punishment
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Some tools of leadership
•Reflective listening
•Conflict management
– Differentiation
– Integration
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Conflict resolution styles
Low
Autocratic Democratic
Laissez faire Pantisocratic
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Differentiation
Low High
Integration
High

Some tools of leadership
•Reflective listening
•Conflict management
– Differentiation
– Integration
•Nominal group decision-making
20

Peter Drucker
“The leaders who work most effectively, it seems to
me, never say "I.“ And that's not because they have
trained themselves not to say "I."
They don't think "I." They think "we"; they think
"team."
They understand their job to be to make the team
function. They accept responsibility and don't
sidestep it, but "we" gets the credit. This is what
creates trust, what enables you to get the task done.”
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“Leadership is the art of
accomplishing more than the
science of management says is
possible”
– General Colin Powell
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Contact Information
www.INTEGRATEDHealthcareStrategies.com
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William F. Jessee, MD, FACMPE
Bill.Jessee@IHStrategies.com
612-339-0919
BOSTON | DALLAS │ KANSAS CITY │ MINNEAPOLIS

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