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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

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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Page 1: Successfully Leading Change

Presented by:

Gayle Capozzalo, FACHE

Executive Vice President of Strategy and System DevelopmentYale New Haven Health System

Chairman-ElectAmerican College of Healthcare Executives (ACHE)

Successfully Leading Change

Page 2: Successfully Leading Change

Presentation Overview

2

ACHE 2011 UpdateACHE 2011 Update

Leadership for Leadership for Healthcare Reform Healthcare Reform

Page 3: Successfully Leading Change

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ACHE 2011 Update

Page 4: Successfully Leading Change

Mission, Vision and Values

The 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.

4

Page 5: Successfully Leading Change

A Brief Look at ACHE

5

International professional society

2011 Revised Strategic Plan

Serves more than 40,000 healthcare executives

Established network of more than 80

chapters

Prestigious FACHE® credential

Page 6: Successfully Leading Change

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Leadership for Healthcare Reform

…Successfully Leading Change

Page 7: Successfully Leading Change

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What is Unique about Healthcare Leadership?– Values-based, mission-driven industry– Breadth of “customers”– Demand and supply dynamics for critical talent requires

that leaders create climates that attract and retain top talent in a highly competitive market

– Complexity and mix of independent constituencies requires higher levels of influence and consensus-building than most leadership roles

Page 8: Successfully Leading Change

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The Perfect Storm

Continuum of Care

Quality and Safety

Outcomes

Increase in Demand for

Services

Diverse and Scarce

Workforce

Older, Diverse Patients

Revenue Reductions

Page 9: Successfully Leading Change

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The Triple Aim

Source: Institute for Healthcare Improvement

BetterHealth

BetterCare Lower Cost

Page 10: Successfully Leading Change

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The Triple AimWhat It Will Take

New Care Models

New Business Models

A Commitment to Equity and Diversity

New Assumptions

New Leadership

New Assumptions Health care systems can be sustained with modest annual cost increases

There is enough capacity in the system to provide equitable, high-quality care to all

Solutions to national problems will be designed and implemented at the local level

Source: Institute for Healthcare Improvement

Page 11: Successfully Leading Change

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Evidenced Based

Leadership Development

Improved Leadership

Improved Organizational Performance

Improved Health Status

Optimize the health of the public through leadership and organizational excellence

Iterative Cycle

Leadership Competencies

Source: National Center for Healthcare Leadership

Page 12: Successfully Leading Change

Collaborative Leadership

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Command & Control•Hierarchy•Decisions at Top•Financial Accountability•Status Quo

Consensus•Matrix and Small Groups•Everyone has Equal Authority•Many Performance Indicators•Slow Innovation

Collaboration•Organizational-wide Networks•Directed Decision-Making by Collaborative Leaders•Achieve Shared Goals•Creativity and Innovation

Page 13: Successfully Leading Change

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Collaborative Leadership Competencies

Source: National Center for Healthcare Leadership

• Focus on 20 habits that can hold you back

• Emphasis on communication and listening

• Prescription for how to change your behavior

“The leader of the past knows how to tell. The collaborative leader of the future knows how to ask.”

Page 14: Successfully Leading Change

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Listening– The Exercise– To Do’s:

– Focus– Don’t judge: Thank you– Is it worth it?

– A Glaring Paradox– The skill that separates the Near Great from the Great

Page 15: Successfully Leading Change

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– Flexibility of focus– Embracing complexity

Collaborative Leadership Competencies

Page 16: Successfully Leading Change

Collaborative Leadership Competencies

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Be a multiplier…– A genius maker– A talent magnet– A liberator– A challenger– A debate-maker– An investor

Page 17: Successfully Leading Change

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Leadership Focus in the New Era

– Putting the patient first– Unleashing innovation– Managing talent

Page 18: Successfully Leading Change

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My Latest Book Picks

Page 19: Successfully Leading Change

Presented by:

Gayle Capozzalo, FACHE

Executive Vice President of Strategy and System DevelopmentYale New Haven Health System

Chairman-ElectAmerican College of Healthcare Executives (ACHE)

Questions….