1. TALENT ASSESSMENT: HELPING ORGANIZATIONS UNLOCK OPPORTUNITIES IN COMPLEX TALENT ECOSYSTEMS

2. TODAY’S SPEAKERS Marie Holmstrom, Ph.D. Director Talent Management & Organization Alignment Gus Bentivegna Client Relationship Director & Senior Consultant Pamela D. Whelton Executive Vice President & CFO Finance and Administrative Services South Shore Health and Educational Corporation Chris Small Deputy CEO Saville Consulting

3. Authentic LEADERS, LEADERS EVERYWHERE … HOW DO WE KNOW WHICH TYPE OF LEADER IS BEST? 3 Supporter Inspirer Toxic Leader Machiavellian EXPERT Enthusiast Emergent Leader PEOPLE LEADER Administrator Transformer Instructor Management-by-Exception Change Agent Situational Leader Visionary Growth Leader PRINCIPLED Logical Coordinator Gritty Servant Leader PLANNER Facilitator ICONIC LEADER Crisis Handler Charismatic Controller Participator Dominant Adaptable ENERGIZER TRANSACTOR Entrepreneurial Intellectual Task Leader Revolutionary Hubristic Networker PERSUADER Strategic TECHNICAL LEADER Consulter Laissez-Faire Innovator

4. ASSESSING LEADERS FOR THE TYPE OF IMPACT NEEDED Professional People Pioneering Handling a wide range of people issues across teams and functions. Interacting assertively with people to achieve results. Understanding and adapting to the needs of others. Impact created through:  Engagement  Successful Teams  Communication Impact created through:  Engagement  Successful Teams  Communication Impact created through:  Managed Risk  Service & Product Delivery  Expert Reputation Impact created through:  Managed Risk  Service & Product Delivery  Expert Reputation Applies expertise and deep knowledge. Uses strong analytical and reasoning capability. Investigates and solves problems using specialist expertise. Driving success, change and growth. Seizing commercial opportunities and outperforming competitors. Generating imaginative solutions and a long-term vision. Impact created through:  New Product/Markets  Organizational Transformation  Organizational Growth Impact created through:  New Product/Markets  Organizational Transformation  Organizational Growth

5. SAVILLE ASSESSMENT TALENT CYCLE

6. SAVILLE WAVE MODEL

7. STRENGTH OF WAVE

8. WAVE STYLES QUESTIONNAIRES 13 mins40 mins  Wave is the most powerful personality questionnaire for predicting performance and potential  Wave is the only questionnaire to identify the alignment between work motives and talents  Utilizes both ratings and rankings to provide a more accurate measurement of response style  A wide range of reports can be generated to support different applications Participants complete a free- choice rating task (Normative) and a forced-choice ranking task (Ipsative) which, together, highlight any potential candidate response distortion.

9. SWEEPING MARKET CHANGES ACA and regulatory complexity Aging workforce and critical-skill shortages Changing distribution channels, including exchanges Changing payment and risk structures Disruptive competition Emerging consumerism Evolving care delivery models Integrating providers and insurers Physicians’ evolving roles Physicians’ evolving roles Provider alignment and continued consolidation Technology’s expanding role Personalized, precision medicine

10. We are transforming to a continuum of care that filters our patients through ascending levels of care. There is a centrifugal force at play embodied in the concept of ‘right time, right care, right cost.’ – Gene Green, CEO SSH&EC South Shore Health and Educational Corporation (SSHEC) is a not-for-profit, tax- exempt, charitable health system comprising South Shore Hospital, Health Provider Services Organization, South Shore Physician Hospital Organization, South Shore Hospital Charitable Foundation and South Shore Physician Ambulatory Enterprise. It is the leading regional provider of health care services to the 700,000 residents of Southeastern Massachusetts. SSH&EC is governed by a ten-member Board, of whom seven are community volunteers.

11. SOUTH SHORE HEALTH RESPONDING QUALITY OF CARE ER PCP Cardio BELOW THE SURFACE “All patients, regardless of point of entry, require easy access and efficient turnaround to quality of care. They must trust that ‘under water,’ we are continually auditing to ensure that quality of care.” POINTS OF ENTRY

12. Acute Care Operations Ambulatory Operations Home & Community Health Operations SOUTH SHORE HEALTH’S NEW OPERATING MODEL Strategy HR Lean Quality IT Real Estate, Facilities, Security Marketing, Communications, Governance Compliance & Risk Legal Finance

13. LEADERS ARE REDEFINING THE “ECOSYSTEM” AT SSH&EC Delivering the Transformation Business Context LEADERSHIP ALIGN STRATEGY ALIGN STRATEGY BUILD CULTURE ENGAGE EMPLOYEES

14. The transformation is only in it’s early stages but the Wave predicts this is the right leader for the right role at the right time PROFILE OF THE NEW CEO PREDICTED CULTURE/ENVIRONMENT FIT Based on extensive Saville assessment research linking the styles of individuals to culture at work, this report highlights the aspects of the culture, job and environment that are likely to enhance or inhibit Gene Green’s success: PERFORMANCE ENHANCERS  Where there are numerous opportunities for learning and extending one’s range of knowledge and skills  Where there is an atmosphere of mutual trust, there is a high degree of tolerance and people are considerate in their behavior towards others  Where there are high ethical standards and people behave with integrity and discretion  Where there is frequent change and the constant challenge of doing new things  Where people listen to others and are sensitive to their differing needs and viewpoints  Where people are encouraged to resolve conflicts quickly and a value is placed on being able to handle angry and upset people well  Where there is a strong strategic focus, it is seen as desirable to have a clear vision for the future and strategic thinking capability is highly valued  Where teamwork is encouraged and all relevant parties are involved in the decision making process

15. PROFILE OF THE TEAM SUPPORTER ANALYST STRIVERASSERTOR INNOVATORFINISHEROPTIMIST Providing the team with reassurance and self-belief Providing support and help to other team members Gets task completed efficiently to deadlines Pushes the team towards ambitious achievements Convergent problem solving Providing creativity and creative solutions Communicating within and outside the team Providing team with direction and focus RELATOR

16. CURRENT & TARGET PROFILE OF SSH&EC EXECUTIVES High Zone Low Zone Mod Zone

17. RESETTING EXPECTATIONS SSH&EC Leaders are expected to create impact through… Thus, they ultimately need to… And create a culture of…  Anticipate patient needs  Seize opportunities  Unify others around the vision  Inspire success  Drive change  Support one another  Build talent  Execute strategically  Effective coordination  Diversity of thought  Authority and empowerment  Inspiration and confidence  Thoughtful execution  New service lines  Organization transformation and growth  Engagement of the workforce

18. LEADER PLACEMENT POWERED BY ASSESSMENT ANALYTICS  Leading the flagship hospital with operational excellence focus  Now needing to co-lead with other Service Line Presidents  System Leadership requiring collaboration and relationship building  Individual is a key asset for the new CEO, brings institutional knowledge and strong operations focus  Candidate has history of leading through dominance, not collaboration  CEO guiding the individual on leading in this new reality… and the individual is responding and making change Fit to Role Risk Fit to Role ROLE REQUIREMENTS THE BET

19. LEADER PLACEMENT POWERED BY ASSESSMENT ANALYTICS Fit to Role Risk  Forward thinking  Leading change  Building coalitions  High on Creating Innovation  High on Adjusting to and Leading Change  Yet low on Building Relationship and not high on Communicating Information  Will require direction and coaching on improving his ability to know and influence his audience ROLE REQUIREMENTS THE BET

20. WHAT’S NEXT IN THE TRANSFORMATION OF LEADERSHIP AT SOUTH SHORE HEALTH L1/L2 360 Assessment L2 Org Design & Leader Selection L1/L2 Individual & Team Development 6-Month Check on Leader & Culture Alignment L1 Leader Placement System Board Assessment & Team Alignment

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