360° feedback reportlook at the derailers section (note: some organizations may not include this...

360° Feedback

Report

Leadership Intelligence®

June 1, 2016Diane Hupp

UPMC Executive 360 Survey

©2015 DecisionWise, LLC All rights reserved.

Your Leadership Intelligence® Report collects feedback about your behavior and performance from your

supervisors, peers, direct reports, and other internal or external stakeholders. This feedback is a starting point for

action planning and is especially useful for development, evaluating performance, and setting personal goals.

Interpreting your Leadership Intelligence® Report

Look at the Demographic Summary section of the Leadership Intelligence® Report in order to understand how

many people participated from each rater group.

Review the Leadership Intelligence® Competency Summary section, paying attention to how the overall

results compare to the norm (average), as well as which scores are potential strengths and which are areas for

improvement.

Identify the behaviors that received the highest and lowest scores in the Leadership Intelligence® Focus Areas

section. Notice which behaviors show the greatest gaps, both positive and negative, when compared to the norm.

Review the Behaviors section for Gaps. Gaps are areas where self responses (the scores you gave yourself)

differ significantly from others’ responses. Also compare responses that differ between the other groups of raters.

Look for any patterns or common themes.

Look at the Derailers section (Note: some organizations may not include this section). The derailers listed in this

section are those found to be most common (and destructive) for leaders today. A derailer is not just a weakness, it

is a behavior that gets in the way of your progress and requires improvement if you are to reach your full potential.

Keep in mind that, contrary to the Behaviors section, it is better to have a lower score in the Derailers section.

Review the entire report again and identify strengths and areas for improvement. Determine how your strengths

have contributed, or might contribute, to your success and how they can be leveraged. Compare the numeric

results with the qualitative feedback included in the Written Comments section. Identify where comments support

(and where they contradict) the quantitative data.

In order to maximize the findings of your Leadership Intelligence® Report and turn your feedback into results, your

next step is to create a Leadership Intelligence® Action Plan for development. If an action planner is not located

at the end of your report, you can request this from your 360 coach or contact [email protected].

Introduction

Very Poor Poor Fair Average Good Excellent Outstanding

Average score for

each rater group Relationship and number of people

providing feedback on this question

Leadership

behavior

Rating

Scale

Question

Number

1

1

6

8

5

Example

Norm (average)

21. Delivers strong

results, even in

challenging

situations.

5.0

5.0

5.3

4.1

5.8

(1) (2) (3) (4) (5) (6) (7)

Self

Supervisor

Peer

Direct Report

Other

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Demographic Summary

Feedback was received from:

Anticipated Actual Percentage1Self 100%12Supervisor 100%27Direct Report 100%76Peer 100%60Other 0%0

16 100%TOTALS 16

Feedback was requested from:

Self Diane HuppSupervisor Chris Gessner Holly LorenzDirect Report Kristin Vitalone Heather Ambrose Jim Majsak Kim Lipinski Holly Schrag Paula Eicker Kristin StrakaPeer Nick Barcelona Cami Herisko Sandy Rater Rhonda Larimore Andrew Urbach Steve Docimo

©2016 DecisionWise. All rights reserved.

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Leadership Intelligence SummaryThis section provides a summary of results for each competency (group of questions). The blue horizontal barsrepresent the average score from all survey questions under each competency. The green vertical lines show theaverage score from all survey respondents at UPMC. The red vertical lines show the Norm, which represents theaverage score from all survey respondents in the DecisionWise database.

Very Poor

|Poor

|Fair

|Average

|Good

|Excellent

|Outstanding

|

6.2Leadership

6.5Business Strategy

6.5Decision Making

6.5Planning & Organization

6.6Integrity & Trust

6.0Innovation & Creativity

6.7Results Orientation

6.1Leading Change

5.8Communication

6.2Teamwork & Collaboration

5.9Leading Others

6.1Developing others

5.9Performance Management

6.5General

Very Poor

|Poor

|Fair

|Average

|Good

|Excellent

|Outstanding

|


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Leadership Intelligence Focus Area

The Focus Area identifies your highest and lowest scores. The Gap indicates the positive or negative differencesbetween your score and the norm, which may appear inexact due to rounding.

NormGapScoreYour Highest Scores

24. Creates a sense of accountability for performance within his/her organization.

6.9 +1.0 5.8

4. Keeps the organization safe from liability risks. 6.8 +0.9 5.9

56. Overall, I rate this person's contributions and achievementsas ...

6.8 +0.9 5.9

15. Insists that others within his/her area of responsibility actwith integrity.

6.8 +0.7 6.1

23. Sets high standards of excellence for patient care. 6.8 +0.7 6.1

NormGapScoreYour Lowest Scores

43. Seeks advice, feedback, or coaching from others in order tobecome a better leader.

5.3 0.3 5.6

39. Demonstrates an awareness of how his/her behavior affectsothers.

5.4 0.1 5.5

50. Appropriately delegates both routine and critical tasks orresponsibilities.

5.6 0.1 5.7

32. Is open to feedback without becoming defensive. 5.6 +0.0 5.5

49. Encourages and facilitates an effective balance betweenwork and personal life within the organization.

5.6 0.1 5.7


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Potential Derailers SummaryThis section provides a summary of results on Potential Derailers. The blue horizontal bars represent the averagescore from all respondents under each Derailer. The green vertical lines show the average score from all surveyrespondents at UPMC. The red vertical lines show the Norm, which represents the average score from all surveyrespondents in the DecisionWise database.

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|

1.4Derailer

1.3Lacks Focus

1.4Not a Team Player

1.0Disengaged

1.3Not Trusted

2.5Micromanager

1.3Volatile

1.2Lacks Confidence

1.6Aloof

1.2Arrogant

1.6Closedminded

1.1Eager to please

1.8Perfectionist

1.0Complacent

1.1Key deficiency

None

|Very Little

|Some

|Quite a Bit

|A Great Deal

|

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71. Please describe the above "key deficiencies" (if any).No significant derailers identified.NoneNoneDiane continues to be very detailoriented despite having a very broad span of control. Her attention to detailscan have the effect of discouraging initiative among her subordinates, though it is widely recognized that hermotivation is the good of the organization (and the patients and families we serve).At times Diane can come across as being difficult to get to know. She has a persona that can be perceived assomewhat aloof and not being interested in engaging in a conversation or developing a relationship.Could build better relationships with Unit Director Group and some others who do not have direct report to her.At times has a hard time delegating certain work (mostly areas she is passionate about)In some rare situations Diane will overestimate what nurses are capable of doing some of these roles mayrequire more training or experience. While I say that, I love how much she believes in her team and in her field.This is a minimal issue.Diane's dedication to Children's Hospital is evident in everything she does. There is no one more qualified ordeserving of the position of CNO/VP than she.Diane needs to empower her leaders and those surrounding her and permit others to make decisions. Beingopen to the perspective and opinions of others will result in better relationships with those that work for her, herpeers, and system peers/executives.High standards, strives for excellence, some may view as a tall order at times.None


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72. Describe this person's greatest strengths as a leader.Planning, organization and execution. Highly results oriented. High level of managerial courage (not afraid toconfront challenging but important issues). High performance expectations of her direct reports and otherleaders. Strong advocate and supporter of the front line staff. Incredible work ethic.Diane possesses all of the qualities that great leaders have including consistency, equity and vision. She is atremendous mentor who encourages and promotes professional growth for her team.Passionate and deeply committed to her role to improving the care of children and the work environment.Extremely knowledgeable in Nursing and HealthCare. Always puts patients and families first. Advocates forwhat she believes in. Organized, accountable and responsible.Diane is a perfectionist but expects nothing more from others than she herself gives on a daily basis. Diane isresponsive to the needs of the group. She is readily available, day or night, to all employees. Her trust andconfidence in the staff is reflected in their utmost respect for her. Diane is able to motivate others by beingarticulate in her vision and goals for Children's and the plan she has to obtain that vision. Diane is extremelyknowledgeable on trending health care as well as current evidence based practice and strives to not only makeChildren's "the" hospital to obtain care for your child, but make it "the" place to build a career.Professionalism and sense of responsibility. Diane is totally committed and invested in why the care we provideto children matters. She is a wonderful colleague to work with on any project and she is reliable and trustworthy.She is totally honest and works hard to be fair in all interactions. I love working with her.Diane is extremely passionate and dedicated to the hospital, the patients and her team. This level ofcommitment comes through in all of her actions, consistently acting in the best interest of the mission.Diane is expert in her field. She has a strong sense of business strategy and accumen. Diane is a planner, wellorganized and prefers working in situations that have structure. She is very outcome driven, delivers a polishedproduct. Diane is clearly seen as both a tremendous patient and staff advocate, consistently and without failDiane is one of the most principled people I knowthis shows through in her decisionmaking and in herpersonal actions. She is accessible, and knows more employees of CHP than anyone else in the organizationincluding details of their work and personal life. Her presence is inspiring, and there is nobody we would rathersee walk into the room during a crisis.Diane has high standards and leads by example. She does not ask or expect more from her staff than she iswilling to give herself. She has high expectations but appreciates, recognizes and rewards staff for their effortsand accomplishments.Diane is a very experienced leader. She is highly engaged with her employees and is clinically strong. She isvery professional and is able to make sound decisions that are beneficial to the organization and patient care.Diane is an excellent CNO. She is a strong nursing advocate and is well thought of in the hospital. She is highlyinvolved in organizations that will help support the hospital and keep her abreast of changing clinical andadministrative issues. UPMC is lucky to have her in the role and should value her continued employment atCHP.Diane is a strong leaders who leads through empowering her staff. She is confident in her actions, and hasaccepted feedback from past 360's and adapted. She develops her staff and support them through change.I believe Diane's greatest strengths include: business knowledge,strong engagement/respect among hospitalleadership, nursing experience and leadership expertise, commitment to the organization and patient/staff safetyand quality of care, dedication to improving patient and nurse outcomes.Excellent clinical, judgment, and financial skills. Compassionate for patients and families.has great compassion for providing quality care and will tenaciously fight for staff and staffing needs to get tothose good outcomes. visible throughout the building and approaches all staff in the same respectful manner.


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Diane is a passionate leader. She knows what the right thing to do it and forges ahead to move herorganization. She is committed. She has a great sense of presence. She is not afraid to speak up.


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73. Describe specific things this person could do to become a moreeffective leader.Diane could soften her approach. She is firm and unwavering, which can be a positive or it can be a negative.Step back and know that good decisions can be made by others. CHP has great leaders who can lead withoutexecutive direction.Diane has the respect of everyone in the organization. This will not diminish if she becomes less personallyinvolved in events at the front lineshe is at the point in her career at which the institution will benefit more fromher strategic vision and mentorship than from casebycase intervention.Diane could use warmth and a welcoming approach when joining into an individual or group conversation. Attimes, Diane needs to demonstrate more empathy with her peers.Not many. Can come off somewhat confrontational in group settings when discussing topics she feels stronglyabout (watch nonverbals and listen more actively before making points). Work to be less formal in small groupdiscussions to more quickly build trust (can take a while to get to know her and establish a sense of rapport andtrust). Diane is a very strong leader and she needs to make sure less confident staff understand she is open tonew ideas and having her ideas challenged (She is very polished and formal and that can be intimidating).Improve the work environment among the leadership group. Have a little fun, show their opinions matter andthey are heard.Diane currently meets individually with her key leaders on a routine basis. I believe it could be beneficial if therewas a periodic group staff meeting with these leaders. This meeting could be used to communicate futureplans, changes, initiatives and key directives. I think the meeting will promote teamwork and give each of us theopportunity to learn and share more about our day to day challenges. I believe it could lead to more productiverelationships.Sometimes Diane's demeanor appears stiff and unapproachable, aloof and arrogant. Once you get to know her,this is not the case at all. So if there is anything from a first impression that can be done to change this thatwould be beneficial to starting relationships.Diane is strong and decisive when looking for solutions. To continue to empower staff, Diane could listen and/orconsider the ideas and concerns of others prior to dictating solutions to current issues. Staff can offer a differentpoint of view as to why a solution may or may not alleviate a specific problem. By including staff in suchdecisions, the staff become part of the solution.She is nearly perfect no one can do so may things as well as she can and I have no issues of substance withher. At very rare times, her passion will not allow her to see another's point of view perfectly clearly this is veryminimalCommunication with the Unit Director group has opportunity for improvement. The UD group is oftenoverwhelmed by the expectations set for them. Strengthen this relationship would enhance nursing'sperformance.engage more with middle management,There may be times when she places Children's apart from the System. She has excellent ideas and work thatall could benefit from.Diane could work on improving her delegation of authority to her leadership team and empowering them tomake decisions and deal with the implication(s) of those decisions.

From: Lorenz, Holly L Sent: Sunday, September 13, 2015 10:38 AM To: Lorenz, Holly L; Gessner, Christopher A Subject: Diane Hupp Feedback 2015 Chris I wanted to provide feedback for Diane’s evaluation this year. Diane has a strong network of colleagues nationally in addition to those at UPMC. She has high national regard as a CNO in a pediatric setting. This year CHP is ranked 8th in the nation in the US News and World report and I believe this is directly related to the many best in class quality and safety outcomes that Diane drives her team to achieve. Diane enjoys her broad impact and certainly excels in this area. Diane is also recognized regionally for her contributions to nursing: She received the PA Nightingale Nurse Leader award this past year and was recognized by Duquesne University and inducted into their Century Alumni Club this year. This past year Diane’s role has also expanded with changes in the CHP executive team. Diane has risen to this occasion and restructured her leadership team to support this. Diane is clearly an advocate for her staff, her patients, and families. She has an outstanding focus on patient safety and quality and has high expectations for her staff. She has established a culture into which this is built into the DNA of the organization. Diane has exceptional visibility and respect with her staff; she continues to have best in class in her shared governance models. Diane, at times, has lack of awareness of the challenges that her UPMC CNO peers experience in their particular settings, patient populations, and BU’s that are less environmentally optimal or less supported by technology. I would suggest as Diane brings certain issues to the table or comments on issues that she is more attune and mindful to the nonverbal and verbal responses that her colleagues respond with as this may highlight this disconnect. Again, as previously discussed, I believe having Diane serve as a lead for a system committee or initiative would serve as a great vehicle for all seeing the common opportunities we have as a group of CNO’s and to demonstrate the impact she can make at UPMC beyond CHP. Diane has been very involved in development of pediatric transplant programs outside of our County. Diane has been very engaged in this and I believe she has been personally and professionally interested in this expanded role. Diane’s RN turnover has increased this year, yet remains below our system targets and below many of her UPMC peers. RN turnover increased from 9.4% to 13.2% (compared to the system average of 16.9%) with the new hire turnover within the first 6 months being a driver of this. Last year new hire turnover was 15.6% increasing to 21.6%, one of the highest in the system. I would suggest that Diane look at the RN Residency participation rates for new hires and the feedback from this group to see if there is opportunity to identify and proactively address this. PCT turnover last year was increasing; this year that has decreased from 20% to 18.5% and below our benchmark of 20%. New hire turnover in her PCT group did increase from 30% to 40% within the first 6 months. I would suggest looking to see if the PCT residency is fully implemented and if all PCT new hires are included in this onboarding program the system has developed. The system initiated a quality dashboard this year and CHP is at benchmark in 9/14 initiatives. This compares very well across the hospital division although I do believe the metrics are more adult care centric. Hand hygiene compliance continues to be one of the best in class at CHP. One area that I would suggest focusing on is pressure ulcers as this is below benchmark and trending in the wrong

direction. Diane has implemented our care coordination model along with her peers. She is seeing strong results and positive feedback from clinical staff as well. One opportunity for the upcoming year is to maximize her causal worked hours for our staff. The goal is to have 80% of our casual RNs meeting the system requirements for worked hours and off shift hours. The past 2 quarters of FY 15 CHP remains at 46%, well below our benchmark. Diane continues to be a thought leader for pediatrics in the nation. She is astute at networking and sharing the best in class outcomes from CHP. The CNO leadership group certainly benefits from Diane’s insight, perspective, and leadership. Let me know if you need add’t information. Holly Diane S. Hupp, DNP, RN, NEA-BC Vice President Patient Care Services & Chief Nursing Officer Children’s Hospital of Pittsburgh of UPMC 4401 Penn Avenue Pittsburgh, PA 15224 Phone: 412-692-5122 Fax: 412-692-5800 This e-mail may contain confidential information of the sending organization. Any unauthorized or improper disclosure, copying, distribution, or use of the contents of this e-mail and attached document(s) is prohibited. The information contained in this e-mail and attached document(s) is intended only for the personal and confidential use of the recipient(s) named above. If you have received this communication in error, please notify the sender immediately by e-mail and delete the original e-mail and attached document(s).

360° feedback reportlook at the derailers section (note: some organizations may not include this...

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