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Bernie O’DonnellLead Consultant & CEO
Raji Kumar
ChiefExecutive
Officer
UNCOMMON PERFORMANCEIN HEALTHCARE
IGNITING
• Need people with experience, energy & enthusiasm to motivate, lead and inspire
THE TURNAROUND 2011 - 2014
From hemorrhaging $2MM/month
From only 70 surgeries/month to almost 400 surgeries/month
Recruited 160+ new physicians
to a $5MM annual profit
2013
$2011
2010 2014 2010 2014
2010 2014 2010 2014
Progress 2010 to 2014
If you don’t get the people right, the rest of it doesn’t make much difference.
But when you do get the people right, anything is possible
High Performance Leadership: Premise #1
LEADERSHIP TEAM STRATEGY PHYSICIAN ALIGNMENT COST INFRASTRUCTURE REVENUE CYCLE BUSINESS DEVELOPMENT REBRANDING
Roadmap to Success
What Does it Take to Rise
as a Great Leader?
A leader has a vision and communicates it in a way
that inspires others to achieve it.
• Need people with experience, energy & enthusiasm to motivate, lead and inspire
INVEST IN THE RIGHT LEADERSHIP TEAM– Instill organizational values in key managers– Engage employees and physicians – Ensure accessible leadership
Happy employees + happy physicians = Exceptional patient care
TURNAROUNDS ARE EXHAUSTIVE – Need people with experience, energy & enthusiasm to motivate, lead and inspire
OUR SUCCESS RECOGNIZED …
Articles published on DMC turn-around success story ‐ Becker’s Hospital Review‐ Inside Healthcare‐ Healthcare Executive Exchange
Raji Kumar, CEO of Dallas Medical Center, won “Business Woman of the Year” in 2013 for City of Farmers Branch
Nominated by The Town of Addison Magazine for “Favorite Hospital” -- “6th Annual Readers’ Choice Awards” – April 2014
Building the Platform to
Launch High-Performance
Performisys’ Mission
To guide organizations to uncommon success
through the unerring alignment of the
right strategies, effectively executedby the
right people, effectively led.
We serve organizations across virtually all industries.
Performance Drives Results We Drive Performance
Manufacturing, TX
More revenue today with 96 sales reps than previously with 180
Reduced training costs by $500,000+/year
Communications Company, TX
Exceeds service level objectives with 30% fewer people
Financial Services – NM
Recession hit industry facing layoffs Doubled market share <13% to >26%)
in 14 months moving from #5 to #2 Built strong teams driven by shared vision Integration of top-down and bottom-up
Tele-Messaging Business - PA
Reduced hiring needs by 80%+ per year “I hear the word team more.” “Customer satisfaction is higher and the right team makes the customers happier.” Used to hire 10 -15 people/year, now 1 or 2
Performisys LLC 214.484.2010 [email protected]
Squeezed Margins
REVENUE
GOVERNMENT
INSURERS
PATIENTS
COSTSGOVERNMENT
INSURERS
CAPITAL
EXP
OPERATING
EXP
1. Provide exceptional patient care2. Compensate a great staff well3. Provide attractive return to investors
Healthcare’s Changing Challengesto Uncommon Success
community
physician’s orders
referrals
Success / Survival means becoming a value driven revenue magnet
Must Provide more/$ revenue Realize more/$ cost
Be Value Driven
High-Performance Organization
Primary Revenue Drivers
community
physician’s orders
referrals
Take Control and
Drive Your Future From the Inside Out
THOUGHTS ABOUT THE ENVIRONMENT AND
THE OPPORTUNITY IT CREATES
Across industries, 2/3’s of lost customers are caused by employee indifference
68%
14% 9% 5% 3% 1%
Employee Indifference
Product Dissatisfaction
Competition
Other Relationships
Move Away
Die
Creating A Loyalty Spiral
29%
54%
17%
Not Engaged
EngagedNegatively Engaged
Employee Engagement: Gallup Survey
1/3 of the People, Generate 2/3’s of the Results
A & B Players
C Players
D Players
“The moment you feel the need
to start managing somebody,
you know
you've made a hiring mistake.”
Isn’t It The Truth?
Jim Collins
Our policies, systems and metrics tend to be designed to manage
the activities of the C and D performers.
In the process, we shackle our A & B Players.
Compounding the Problem
The Performance Pyramid™
copyright 2001-2014 Performisys LLC 214-484-2010 [email protected]
Systems, technologies, processes
Syst
ems,
tec
hnol
ogie
s, p
roce
sses
Systems, technologies,
processes
Right Peoplein the
Right Places
ClearDirection
Maximum Discretionary
Effort
ClearDirection
Maximum Discretionary
Effort
Right Peoplein the
Right Places
High PerformanceCulture
Strategic Performance Line-of-Sight™
Purpose (Mission): Why we exist.
Values: How we conduct ourselves. Image. Reputation. Culture.
Unique Value Proposition: Strengths, Competitive Differentiators.
Vision: What (where) we want to be at some specific point in the future.
Strategies: How we will get there. Exploit strengths. Multiple perspectives- Financial (the money)- Market (the customer / patient)- System/Process (the way we do it)- People (Learn/grow/lead)
Metrics: Who is responsible for what. Direct line of sight to vision for all.
Objectives: Measurement targets & opportunities.
Obstacles: Threats & weaknesses.
Initiatives: Critical actions.
Executable Plan: Who will do what & by when.
Copyright © 2000 - 2011 Performisys LLC 214.484.2010 [email protected]
Strategic Performance Line-of-Sight™
Purpose (Mission): Why we exist.
Values: How we conduct ourselves. Image. Reputation. Culture.
Unique Value Proposition: Strengths, Competitive Differentiators.
Vision: What (where) we want to be at some specific point in the future.
Strategies: How we will get there. Exploit strengths. Multiple perspectives- Financial (the money)- Market (the customer / patient)- System/Process (the way we do it)- People (Learn/grow/lead)
Metrics: Who is responsible for what. Direct line of sight to vision for all.
Objectives: Measurement targets & opportunities.
Obstacles: Threats & weaknesses.
Initiatives: Critical actions.
Executable Plan: Who will do what & by when.
Copyright © 2000 - 2011 Performisys LLC 214.484.2010 [email protected]
The Performance Pyramid™
copyright 2001-2011 Performisys LLC 214-484-2010 [email protected]
Systems, technologies, processes
Syst
ems,
tec
hnol
ogie
s, p
roce
sses
Systems, technologies,
processes
Right Peoplein the
Right Places
ClearDirection
Maximum Discretionary
Effort
ClearDirection
Maximum Discretionary
Effort
Right Peoplein the
Right Places
People-powered Performance™
PhysiciansEmployees
Patients
Metrics-basedCompetency Trio™
Lera
Metrics-basedCompetencies
Leadership
Level of Discretionary
EffortHigh Trust
Culture
People-Powered Performance™
Competency Trio™
Success Where are we going?
How / when will we get there? What competencies do we have /
need?
P Coach a
Performance
IssuePBuildTrust
Step 1
Attract Applicants from Diverse Sources
Step 2 Initial Screening
Expertise / Character / Skills
Step 3Conduct Screening Interviews
Step 4Prepare In-depth Interview,
Culture / Values / Job Fit
Step 5 Conduct In-depth Interview
Step 6 Background
Check
7. Offer
to
High Performance Staffing
Steps7 Determining Expertise Traits Character
The Performance Pyramid™
copyright 2001-2011 Performisys LLC 214-484-2010 [email protected]
Systems, technologies, processes
Syst
ems,
tec
hnol
ogie
s, p
roce
sses
Systems, technologies,
processes
Right Peoplein the
Right Places
ClearDirection
Maximum Discretionary
Effort
ClearDirection
Maximum Discretionary
Effort
Right Peoplein the
Right Places
Engagement is Discretionary
Effort
Copyright © Performisys LLC 2002-2011 214.484.2010
ObjectiveCreate a
Work Environment in which the right people
provideextraordinary levels
of discretionary effort.
ResourceManagement
Staffing & Development
Vision & Inspiration
Decision Making
BuildsLeadership
Trust Expertise Traits Character
Communication 5 Focus Factors of
Exceptional Leaders
Making Leaders Exceptional
Effective Execution
Copyright © Performisys LLC 2002-2014 214.484.2010
ObjectiveCreate a
Work Environment in which the right people
provideextraordinary levels
of discretionary effort.
Management
Staffing & Development
Vision & Inspiration
Decision Making
BuildsLeadership
Trust Expertise Traits Character
Communication 5 Focus Factors of
High Performance Leaders
Building Agile
Organizations
Effective Execution
Clear Direction
Free - flowingInformation
Rapid Decision Making
Extreme Execution of the Focus Factorsfosters Agility.
Performance ManagementIdentify the Problem
Condition of Employment
Expectations Clear?
Performance Issue
Miscast
Expertise
Traits
Character
Leadership
Vision
Communication
Decision Making
Staffing & Development
Resource Management
Work ValueWork
EnvironmentTraining
Meaningful Impact
ContributionAppreciated
WorkRelationships
Systems & Processes
Trust
Culture
Copyright © Performisys LLC 2002-2014 214.484.2010
Live By This And Be In The Top Echelon Of All Leaders
Your job is to remove obstacles
Not be one!
Copyright © Performisys LLC 2002-2014 214.484.2010
For a simple exchange of ideas, please just call or email me at
Bernie O’Donnell
Lead Consultant & CEO
214-244-0123 mobile
214-484-2010 office
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