Successfully Leading Change

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Successfully Leading Change. Presented by: Gayle Capozzalo, FACHE Executive Vice President of Strategy and System Development Yale New Haven Health System Chairman-Elect American College of Healthcare Executives (ACHE). Presentation Overview. ACHE 2011 Update. Leadership for - PowerPoint PPT Presentation

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  • Presented by: Gayle Capozzalo, FACHE Executive Vice President of Strategy and System Development Yale New Haven Health System Chairman-Elect American College of Healthcare Executives (ACHE) Successfully Leading Change

  • Presentation Overview*ACHE 2011 UpdateLeadership for Healthcare Reform

  • *ACHE 2011 Update

  • Mission, Vision and ValuesThe vision of the American College of Healthcare Executives is to be the premier professional society for healthcare executives dedicated to improving healthcare delivery.

    The mission of the American College of Healthcare Executives is to advance our members and healthcare management excellence.

    The values are integrity, lifelong learning, leadership and diversity.

    *

  • A Brief Look at ACHE *International professional society2011 Revised Strategic PlanServes more than 40,000 healthcare executivesEstablished network of more than 80 chaptersPrestigious FACHE credential

  • *Leadership for Healthcare Reform

    Successfully Leading Change

  • *What is Unique about Healthcare Leadership?Values-based, mission-driven industryBreadth of customersDemand and supply dynamics for critical talent requires that leaders create climates that attract and retain top talent in a highly competitive marketComplexity and mix of independent constituencies requires higher levels of influence and consensus-building than most leadership roles

  • *The Perfect Storm

  • *The Triple AimSource: Institute for Healthcare Improvement

  • *The Triple AimSource: Institute for Healthcare Improvement

  • *Optimize the health of the public through leadership and organizational excellence

    Iterative Cycle

    Leadership CompetenciesSource: National Center for Healthcare Leadership

  • Collaborative Leadership*Command & ControlHierarchyDecisions at TopFinancial AccountabilityStatus Quo ConsensusMatrix and Small GroupsEveryone has Equal AuthorityMany Performance IndicatorsSlow Innovation CollaborationOrganizational-wide NetworksDirected Decision-Making by Collaborative LeadersAchieve Shared GoalsCreativity and Innovation

  • *Collaborative Leadership CompetenciesSource: National Center for Healthcare LeadershipThe leader of the past knows how to tell. The collaborative leader of the future knows how to ask.

  • *ListeningThe ExerciseTo Dos:FocusDont judge: Thank youIs it worth it?A Glaring ParadoxThe skill that separates the Near Great from the Great

  • *Flexibility of focusEmbracing complexity

    Collaborative Leadership Competencies

  • Collaborative Leadership Competencies*Be a multiplierA genius makerA talent magnetA liberatorA challengerA debate-makerAn investor

  • *Leadership Focus in the New EraPutting the patient firstUnleashing innovationManaging talent

  • *My Latest Book Picks

  • Presented by: Gayle Capozzalo, FACHE Executive Vice President of Strategy and System Development Yale New Haven Health System Chairman-Elect American College of Healthcare Executives (ACHE) Questions.

    ******The end consumer for health is ultimately all people, everywhere. Although the trend may be toward specialty delivery organizations, the range of humanity is still the customer

    Health is a mission-driven industry. We found that the top performing organizations be it a hospital, a pharmaceutical company, a biotech start-up, an insurance company have at the core of their strategies making people more healthy. These organization recognize that health is about serving people at their most vulnerable and when they are in crisis

    Social sectors have one compelling advantage over business: a desperate craving for meaning in our lives. Parity of has the power to ignite passion and commitment.

    *Coordination of CareReduction in MoneyTransparency of Safety and Quality OutcomesIncrease in demand for severe by more diverse patients

    ************