Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to

Building Leadership

June 2014

The partnership

The Leadership & Organizational Development Consortium (LODC)

consists of 8 hospitals primarily from the Central LHIN (with some

expanded boundaries):

Humber River Hospital*

Mackenzie Health

Markham Stouffville Hospital*

North York General Hospital

Southlake Regional Health Centre

Stevenson Memorial Hospital

St. John’s Rehab Hospital (now part of Sunnybrook Health Sciences Centre)*

West Park Healthcare Centre*

Extension of an already existing (and successful) relationship among 4 partner hospitals

in the purchase of group benefits*

The business imperative

Develop/enhance talent management for leaders to allow for the identification of

emerging leaders, and plan for building future capacity

Ensure that leadership development efforts incorporated behavioural competencies to

build the right kinds of leaders

Revise performance planning and development processes to measure “the what” and

“the how” to support leadership development

Identify staff behavioural competency models aligned with leadership competencies to

begin to grow leaders deeper in the organization,

And: Accomplish this all with limited resources

…There was the realization that we shared common needs as well as

challenges

And if the hospitals banded together, we could:

Think about development of the sector, as opposed to an individual hospital, and as

such, retain health care leaders

Create a common language of leadership

Obtain leading edge tools and expertise at affordable prices (cost sharing)

Adopt leading practices in leadership development

Leverage and expand on the tools already developed through the OHA

Recognition that there were:

opportunities to embrace leading

practices in leadership and organizational

development and that sharing expertise

and resources and working

collaboratively would allow for the building

of workforce and leadership capacity and capability in

the most impactful, efficient and

cost-effective manner for each

organization and as a collective group of organizations

Bold Leadership:

Strategic partners inspiring extraordinary

performance in

individuals and organizations

across the healthcare system

Our vision

The Journey

The Foundation

OHA

(2008 -11)

Leveraging/expanding

the investment

LODC

(2012 & ongoing)

Leadership competency models and

assessment tools

Talent management framework

Competency models for coaches and

mentors

“Self-help” guides

Behaviour-based interviewing tools and

training materials

Staff competency models and self-assessment

tool (CAQ)

Talent management framework to identify

emerging leaders

Expansion of behaviour-based interviewing

tools and training materials (staff level)

Competency-based performance planning and

development (leaders & staff)

Competency-based leadership development

programs for all levels of leadership

Mentorship program pilot

Infrastructure that enabled success

Structure and governance

Terms of Reference that identified 3 priority areas for 2011/12

Created the LODC to guide the direction/work of the 8 hospital partnership

Project management

Used one partner (Hay Group) throughout the process – selected through RFP

Established timelines and a roadmap for accomplishing our work

Established 3 working groups which met weekly/bi-weekly (Feb/12 – Dec/13)

Where we are now – Detailed View

A “sample” readiness to move map for a hospital’s highest potential Leaders

N/A

• Head of Professional Practice• CFO• Head of Academic Affairs

N/A

• Chief of Surgery• Corporate Controller• Head of HR

• Director of Facilities• Mgr of Staffing & Recruitment• Director of Food Services

• CEO

• Head of Research • Head of Patient Care• Physician-in-Chief

• Clinical Dietetics Manager • Patient Care Manager

N/A

Levels

of

Wo

rk

StrategicImplemen-tation

StrategicAlignment

StrategyFormulation

EnterpriseLeadership

Advisory Matrix Delivery

TacticalImplemen-tation

Op

era

tio

nal

Str

ate

gic

Ready now or within 12 months

Develop withinposition

Too new toevaluate

Ready now or within 12 months

Develop withinposition

Too new toevaluate

Ready now or within 12 months

Develop withinposition

Too new toevaluate

Tactical Coordina-tion

• Supervisor, Coding

• Pharmacy Manager • Manager of DI

Type of Leader

We began with a Role Profile Matrix for Leaders

To begin to place the same emphasis on front-line roles with an initial view of identifying

emerging leaders

We Expanded it for Staff Roles

Operational Support Operational Support

Operational

Support

Clinical Support

Direct Clinical

Technical Specialist

Process Specialist

Routine Task

Specialist

Routine Processor

Task Specialist

Role Profile Matrix for Staff Roles

Cascading goals/objectives measuring “the what” and “the how”

Process and tool that links talent management and performance planning and

development

Detailed guide to performance planning and development and talent management and

training program

We Created Tools and Support for Performance and Talent Management

Developed competency-based leadership development programs for all

levels of leadership

Used pan-hospital cohort approach, with peer coaching and field assignments to build

network

Goal to speak a common language of leadership

Incorporated leading practices

Held first graduation for participants of Executive, Director, Manager programs (Dec/13)

Held second graduation for participants of Director, Manager, Supervisor programs (May

/14)

We launched competency-based leadership development

Leadership Competencies

• Set direction

• Strategically align decisions with vision, values and evidence

• Take Action to implement decisions

• Assess and evaluate

• Demonstrate systems/critical thinking

• Encourage and support innovation

• Orient themselves strategically to the future

• Champion and orchestrate change

• Are self aware

• Manage themselves

• Develops themselves

• Demonstrate Character

• Foster development of others

• Contribute to the creation of healthy organizations

• Communicate effectively

• Build teams

LEADS Model OHA Model

Lead Self/

Personal

Effectiveness

Engage Others/

Leading

Effectively

Systems

Transformation/

Thinking Critically

• Building Strategic Partnerships • Collaboration • Impact and Influence • Organizational Awareness (3) • Planning, Coordination & Execution • Results Orientation • Service & Quality Orientation (1)

• Business Acumen (2) • Strategic Orientation (4)

• Interpersonal Sensitivity • Leadership Presence

• Building Organizational Capability • Developing others • Holding Self & Others Accountable • Visionary Leadership

Develop Coalitions • Demonstrate a commitment to customers and service (1)

• Mobilize knowledge (2)

• Navigate Socio-political environments (3)

• Purposefully build partnerships and networks to create results (4)

Achieve Results/

Achieving Results

Leadership Development for Executives: Program overview

Leadership Development for Directors: Program overview

Leadership Development for Managers: Program overview

1.

Building an

Effective Team

2 days

2.

Communication

and Change

Leadership

1 day

3.

Collaboration

and

Influence

1 day

Core program

2 days

Ongoing Peer

Coaching

Leadership Development for Supervisors: Program overview

1.

Team

Development and

Prioritization;

Planning &

Coordination

1 day

2.

Effective

Communication

and Conflict

Management

1 day

Core Program

1.5 days

On

goin

g P

ee

r

Co

achin

g

Ongoin

g P

eer

Co

ach

ing

Leadership Development for New Leaders

Identify the challenges transitioning from an individual contributor

to a leadership role, and what it takes to be a new leader

Help gain insight into the leadership competencies one

demonstrates and where might need to develop

Become familiar with the six leadership styles and organizational

climate dimensions

Create a 90 day plan for success

Introduce peer coaching

Key Learnings/critical success factors

Commitment of senior leaders

Terms of Reference developed and signed by each organization

Recognition for the need to rise above own needs for the sector

Structure

Need for a Steering Committee (LODC) with different representation on Working

Groups

Complexity

Appreciation of the complexity of a joint RFP and working with different purchasing

groups

Coordination and drive

Need for someone to manage the effort to keep on track and focused

Creativity

Finding ways to reframe or breakdown apparent barriers (e.g. financial resources)

Key learnings/critical success factors

Flexibility and patience

Appreciation that not everyone is at the same point in the journey

Respect for individual organizational needs (e.g. opting in/out, implementation, or

application)

Finding the balance between common approach and 8 different ways

Listening to understand and finding a way to make it work

Trust and support

Trust in team members to continue with the work when individuals needed to step

back to respond to organizational initiatives (e.g. redevelopment projects, workload,

turnover, etc.)

Sharing of expertise to support others, to stretch limited resources

Involvement of leaders and staff

Piloting of programs, adjusting as necessary for next cohort

Use of expert panels and focus groups

Key learnings/critical success factors

Valuing learning

Creating a supportive learning environment (e.g. commitment to minimize work

distractions, etc.)

Cascading program participation from Executive to Supervisor to facilitate transfer of

learning, speaking same language

Ensuring accountability for the transfer of learning

Measuring progress

Instituting a re-assessment process post-program completion to measure change

and learning

“Valuable asset to the clinical managers and to the organization. Worth the

investment and great to develop relationships both internally and externally.”

Excellent session! Worthwhile take away information to use day-to-day.

“Very useful, practical content and excellent discussion around application to our

environments.”

“Fantastic session with excellent facilitators. Many ah ha moments with a great

deal to reflect on, and take back. Will make every effort to implement changes and

develop overall.”

“It was a great learning experience and I am looking forward to putting this into

practice and the next session.”

Participant Feedback

The most valuable aspect for me, was learning with a group of fellow Directors both

from within my organization and from other organizations within our region. The

discussions about real-life situations and how they apply to what is being learned was

invaluable. I have forged new relationships with other Directors and continue to

bounce ideas and problems back and forth with some of them.

The program has had lasting impact with me and I feel has influenced my leadership

abilities for the better."

Participant Feedback

Foundational elements are now in place to allow:

Adopting an integrated approach to HR and OD practices at all levels (e.g. award

and recognition programs, career pathing)

Launching Communities of Practice in early June

Incorporating more leading practices within the LODC and into our programs (e.g.

expanding the mentorship program beyond the pilot hospitals,

secondments/leadership exchanges)

Creating a supportive learning environment

Maintaining both the tangible and intangible/direct and indirect benefits (e.g.

behavior changes and creation of networks)

Building metrics to demonstrate the ROI

Satisfying the appetite for learning that has been created (e.g. responding to

participant questions regarding what’s next – asking for more)

What’s next?

QUESTIONS?