summit education session september 28, 2005. invocation
TRANSCRIPT
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Summit Education SessionSummit Education Session
September 28, 2005September 28, 2005
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InvocationInvocation
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AgendaAgenda
WelcomeWelcome Summit Experience of 2003 – 2004 Summit Experience of 2003 – 2004
AlumnusAlumnus Panel on Professional GrowthPanel on Professional Growth Creation of a Learning PlanCreation of a Learning Plan Networking ReceptionNetworking Reception
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Summit Leadership ProgramSummit Leadership Program
156 Participants; 10% of Advocate management156 Participants; 10% of Advocate management Including 37 PhysiciansIncluding 37 Physicians
Selection CriteriaSelection Criteria Exceeds performance expectationsExceeds performance expectations Embodies MVPEmbodies MVP Demonstrates long term commitment and potential/skills for greater Demonstrates long term commitment and potential/skills for greater
levels oflevels of responsibilityresponsibility
Summit Program ObjectivesSummit Program Objectives Recognition for contributionsRecognition for contributions Broaden exposure and visibilityBroaden exposure and visibility Enhance leadership competenciesEnhance leadership competencies
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Talent Development BoardTalent Development Board
Provide direction and executive sponsorship to Provide direction and executive sponsorship to leadership planning and development leadership planning and development processesprocesses
Review and approve site / function Review and approve site / function participation in Summit programparticipation in Summit program
Monitor development activity progressMonitor development activity progress
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Talent Development BoardTalent Development Board
Bill SantulliBill Santulli
Executive Vice President, Executive Vice President, Chief Operating OfficerChief Operating Officer
Ben GrigaliunasBen GrigaliunasSenior Vice President, Senior Vice President, Human ResourcesHuman Resources
Lee Sacks, MDLee Sacks, MDExecutive Vice President, Executive Vice President, Chief Medical Officer Chief Medical Officer
Bruce CampbellBruce CampbellPresident, Lutheran President, Lutheran General HospitalGeneral Hospital
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Leadership ExpectationsLeadership Expectations
Take charge of your developmentTake charge of your development Develop and implement a learning planDevelop and implement a learning plan Proactively identify opportunities to “stretch” Proactively identify opportunities to “stretch”
yourselfyourself Seek others out for assistanceSeek others out for assistance Ask to participate in things that fit into you learning planAsk to participate in things that fit into you learning plan
Develop othersDevelop others
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Experiential, 70%
Education, 10%
Relationships, 20%
Summit Development ModelSummit Development Model
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System CompetenciesSystem Competencies
Why did the TDB select:Why did the TDB select:
Drive for Results Drive for Results
Priority SettingPriority Setting
for System Competencies?for System Competencies?
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Summit ExperienceSummit Experience
Tanya Smith, Operations ManagerTanya Smith, Operations Manager
Advocate Health CentersAdvocate Health Centers
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Summit Participants Impact on the SiteSummit Participants Impact on the Site
Dan Schmidt, PresidentDan Schmidt, President
Advocate Health CentersAdvocate Health Centers
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Personal Insights on Professional Personal Insights on Professional GrowthGrowth
Stephanie McCray, Senior Performance ConsultantStephanie McCray, Senior Performance Consultant
Bruce Campbell, President Lutheran General HospitalBruce Campbell, President Lutheran General Hospital
Karen Lambert, President Good Shepherd HospitalKaren Lambert, President Good Shepherd Hospital
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7 Disciplines to Create a “New Normal”7 Disciplines to Create a “New Normal”
Pattie Skriba, Director Associate and Pattie Skriba, Director Associate and Physician DevelopmentPhysician Development
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Summit - the highest level or degree attainable
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Library of Individual Learning Plans
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360observations
opportunities patterns
weaknesses
strengths
Learning Plan
Quick Start Plan
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Awareness ≠ Growth
Growth = Deliberate
New KnowledgeNew Skills
New PerspectiveNew ‘Start-ups’
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7 Disciplines to Create a
“New Normal”
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A ‘New Normal’?
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Personal commitment to growth & changeDiscipline #1
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‘Professional Discontent’Commitment to Growth & Change
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FOR RELEASE: April 13, 2005
Viewing yourself as others do can help nudge you toward personal goals
• From your 360…
– Variation between rating groups
– Comments
– An ‘ignored’ challenge in current job
– Connection between current performance outcomes and a dimension
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Lunch withJim Skogsbergh
3 weeks in the
Caribbean
20 loads of
Laundry
Your competition
gains in market share
Decreased Morale Improved
Patient Experience
Commitment to Growth & Change -- Gain or Loss?
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Leadership knowledge, behaviors, skills that ‘used to work’ and no longer do
Commitment to Growth & Change
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What grabbed your attention….where do you have energy and personal commitment to grow and change? Why?
Table Talk
5 minutes
5 minutes
Debrief in pairs.
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Identify Specific Goals
Discipline #2
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360
Quick Start Plan
observations
opportunities
patternsweaknesses
strengths
Learning Plan
Competency #1 Competency #2
Goals Goals
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Before AfterCompetency: Making a Fashion Statement
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Drive for Results
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Drive for Results
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Articulated goals for finance only and push it with my managers
Hit financial goals, not use of agency
Miss the mark in patient satisfaction year after year
Most of daily activity not linked to results
Assess direct reports on how hard they work
Focus = achieving results in 5 areas: $ Patient satisfaction Associate satisfaction Growth Clinical
Targets set and achieved Staff focused on results
Direct reports assessed on results
Before AfterDrive for Results
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Why I’m like this…Probable causes: Not focused…too many priorities Difficulty staying committed – especially when
I’ve tried unsuccessfullyMy Goals (Drive for Results): Set and make known clear goals for year Change my work routines to work on priority items Follow-through in holding direct reports accountable for
behaviors, tasks that contribute to our overall results
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One of the Lowest Rated Competencies for Summit Leaders
Confronting Direct Reports
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Confronting Direct Reports
No department standards
Inconsistent in giving difficult feedback
Avoid potential conflict
Unresolved team issues
Long-term problematic employees
Give people too many chances
Associates rated on behavioral and performance standards
Constructive feedback: when I see it, will say it
Team issues promptly addressed
Difficult feedback given without damaging the relationship
An environment of associates giving feedback
Before After
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Why I’m like this…Probable causes: I believe conflict is negative. Fear of losing staff Want people to like me; avoid the ‘heat’My Goals (Confronting Direct Reports): Create and communicate standards Address problematic employees Provide more regular performance feedback
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Table Talk
8 minutes
6 minutes
Write out your ‘before & after.’ Identify 2-3 goals. In what high impact situations will you
experiment new behaviors or knowledge?
Debrief in pairs.
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Target ‘High Impact’ Situations
Discipline #3
experiment
practice
feedback
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Confronting Direct Reports
GOALS
Create and communicate standards
Address problematic employees
Provide on-going performance feedback
HIGH-IMPACT SITUATIONS
Deliberate ‘line in the sand’ performance conversations
Team meetings
Performance Reviews
Daily rounding of associates – recognition and feedback
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Public Commitment to ActionDiscipline #4
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Why Public Commitment?
Not about… Getting “emotionally undressed” in front of
others
Is about… Making “it stick” Enrolling others to support you Validating the message and the messenger A learning curve
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Table Talk
5 minutes
5 minutes
Who needs to know of your commitment? Create talking points to share your goals.
In pairs: Practice Provide feedback
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Select Meaningful Development Opportunities
Discipline #5
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What is ‘meaningful?’
≠ activity
> courses
> articles
Expand scope of situations in which you are a leader
High return
A stretch
Out of your ‘comfort zone’
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Types of Development Opportunities
1. On-the-job experiences
2. Off the Job experiences
3. Learning from others
4. Self-directed learning: coursework, readings
70%
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Experiential Learning
Drive for Results Lead site team on how to hardwire’ accountability for results in performance
management process
Be mentored by a leader who has lead a ‘turn-around’
Business Acumen Interim management in an area you don’t have knowledge about
Confronting Direct ReportsManage team turnaround in another area
Strategic AgilityParticipate in exec team strategic planning sessions
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Give yourself… Permission to experiment Permission to fail Permission to ‘find your way’
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What experiences will you pursue to reach your learning goals?
10 minutes
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Create Accountability & Track Your Progress
Discipline #6
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What is ‘Accountability?’
Something everyone has Something you want to strive to build & enhance About being responsible for your achieving goals Intrinsic motivation
Accountability is NOT about punishment!
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How the System Will Support Your Accountability Discuss and give a copy of your learning
plan to your manager Send your learning plan to your HR VP –
will share highlights with exec team Quarterly on-line surveys to you and your
manager re: progress
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Possible accountabilities ‘looks like’
Dates for learning tasks and activities Articulated desired learnings A pre-determined measure of growth Scheduled checkpoints for feedback The habit of writing things down
(journaling)
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5 minutes
What methods will you use to ‘hardwire’ accountability?
How will you measure & track your progress?
Table Talk6 minutes
Debrief in pairs.
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Engage in On-going Reflection
Discipline #7
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Putting It Together: The Plan
10 minutes
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The ‘New Normal’ – at the top of your Summit
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Closing CommentsClosing Comments
Bill Santulli, Executive Vice President, Bill Santulli, Executive Vice President, Chief Operating OfficerChief Operating Officer
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Next steps with Learning PlanNext steps with Learning Plan
Finish your work on the plan for each Finish your work on the plan for each selected competencyselected competency
Share the plan with you one-upShare the plan with you one-up All plans will be sent to your Vice President All plans will be sent to your Vice President
of Human Resources to share with the site of Human Resources to share with the site Executive TeamExecutive Team
Periodically share the plan during the Periodically share the plan during the programprogram
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ALPS – Action Learning ProjectsALPS – Action Learning Projects
Projects are sponsored by Executive Leadership.Projects are sponsored by Executive Leadership. Summit leaders participate in substantive projects Summit leaders participate in substantive projects
and to develop leadership skills. and to develop leadership skills. ALPS provide Summit leaders the opportunity to ALPS provide Summit leaders the opportunity to
work on an important project or issue, culminating work on an important project or issue, culminating in a deliverable product.in a deliverable product.
First ALPS Project will be sponsored by Lee First ALPS Project will be sponsored by Lee Sacks and Jerry Wagenknect dealing with End of Sacks and Jerry Wagenknect dealing with End of Life Issues.Life Issues.
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EXECUTIONEXECUTIONThe Discipline ofThe Discipline of
Getting Things Getting Things
DoneDone
byby
Larry BossidyLarry Bossidy
& Ram Charan& Ram Charan
20022002
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The Leader’s Seven Essential BehaviorsThe Leader’s Seven Essential Behaviors
Know your people and your businessKnow your people and your business
Insist on realismInsist on realism
Set clear goals and prioritiesSet clear goals and priorities
Follow throughFollow through
Reward the doersReward the doers
Expand people’s capabilitiesExpand people’s capabilities
Know yourselfKnow yourself
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Closing PrayerClosing Prayer