1. The Privilege and Responsibility of Leadership in Managing Change
Advancing Significant
And Sustainable Change
The Privilege and Responsibility of Leadership in Managing Change
LSB S
October 9, 2015
Laurie Benson, LSB Unlimited

2. Objective
To help each of you be more successful leading significant change by: Extending trust Empowering others Innovating Connecting for impact and Encouraging others along the way

3. Overview My Background
4 Elements of Leading Change to Advance Ideas, People and an Industry
Trust
Empowered Leadership
Innovation
Connecting for Impact
The Importance of Encouragement
Questions

4. MY BACKGROUND…

5. Nursing to Business

6. Current Healthcare Roles

7. How Leaders Can Advance
Ideas
People
Industry

8. WHY NOW?

9. Our current healthcare system is not sustainable…
“Leading the Change”
“We can lead the change to sustain, grow, and succeed amid great uncertainties, reductions in revenue, and increased government scrutiny and regulation.”
Kari Cornicelli, HFMA Chair

10. Victoria Di Tomaso AAHAM President’s Blog-Leadership
Victoria DiTomaso posted on 3/17/2015 1:17:00 PM
"A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well do even better"
-- Jim Rohn

11. Jennifer Sciuti, AAHAM-WI Chapter President Manager Community Relations, Aurora Health Care
Goal: Elevate the WI Chapter at National Level by participating in National Initiatives
Government Relations Committee- Legislative Agenda
Modernization of Telephone Consumer Protection Act (TCPA)
Non-partisan
Saves money
Hospital Improvements for Payment (HIP) Act 2014
Fix issues between impatient prospective payment system and outpatient prospective payment system
Medicare’s two-midnight policy
Legislative Days at State and National Levels including representative at 2015  Washington D.C. Advocate at Capitol Hill
Jennifer Sciuti, Kaye Prieve, Connie Campbell, Marcy Marquis and Shawn Gretz

12. TRUST

13. “Smart Trust” Stephen M.R. Covey
Blind Trust Happy till you get burned!
No Trust Insecure, trust no one, not even yourself, neither head or heart engaged, slow, kills momentum
Distrust Trust only you, engage only the head, no meaningful relationships
Smart Trust Having the judgment to decide when to trust and when not to, engages head and heart, trust and manages risks in a way that minimizes risk and maximizes positive outcomes

14. 5 Actions of “Smart Trust”
Choose to believe in trust
Start with self-character/competence
Declare your intent and assume positive intent
Do what you say you are going to do
Lead out in extending trust to others
Choose to believe in trust
A belief in being worthy of trust, that most people can be trusted, and a belief that extending trust is a better way to lead, work, live
Start with self-Character/competence
Declare your intent and assume positive intent
Provides context, without it others will guess or impose their own
Performance multiplier, accelerator
Inspires hope, authenticity, connect with people and it is often reciprocated
Do what you say you are going to do
Lead out in extending trust to others
Creates prosperity, energy, and joy

15. EMPOWERED LEADERSHIP

16. The role of a leader is always to advance and elevate a mission

17. Key Leadership Qualities
Top 3 Leadership Qualities necessary to lead in today’s complex world:
Inspirational Leadership
Customer Obsession
Leadership Teaming
IBM Institute for Business Value
ibm.com/ceostudy2012

18. 5 Qualities of the Healthcare Leader of the Future J
5 Qualities of the Healthcare Leader of the Future J. Stephen Lindsey, FACHE, Principal at Ivy Ventures, LLC, and John W. Mitchell, M.S., Hospital Advisor at Ivy Ventures, LLC 
Independent thinker
Focus on the customer
Ready to lead change
Ready to motivate and inspire
- servant leader
Measure, measure, measure
Be an independent thinker.
This is difficult in healthcare, where a longstanding business model may foster a "We've always done it that way" mindset from key stakeholders.
Focus on the customer.
This is demanding. At any moment in time, the customer can be the patient, the physician, the payor or the regulator.
Be ready to lead change.
Are you willing to change your business model? Beware — there are people in the organization who like the old business model and will not want to change. Do you have the support you need to persevere?
Be ready to motivate and inspire — be a servant leader.
Some in the organization will be uncomfortable with this. Many managers, board members and physicians were taught to be “command and control” bosses, not leaders. Giving up control to empower hands-on caregivers seems counterintuitive to many
Managers.
5. Measure, measure, measure!
Have a plan and set goals. Staffing ratios, productivity, denials, wait times, patient (customer) satisfaction, quality outcomes and market share are just a few metrics that managers must help establish and improve over time.

19. “The Leadership Challenge”
I accept the leadership challenge to…
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Model the Way
Inspire a Shared Vision
Envision the Future Enlist Others
Challenge the Process
Search for opportunities Experiment and Take Risks
Enable Others to Act
Foster Collaboration Strengthen Others
Encourage The Heart
Recognized Contributions Celebrate Accomplishments
Model the Way
Set the example Plan Small Wins
IBM Adopted from The Leadership Challenge, Kouzes Posner International

20. “The Lighthouse and the Lantern”
Nick Talent, CEO of Talent Technologies (Asia) Co. Ltd

21. The Face of Leadership
Others READ YOUR FACE…THERE CAN BE NO DOUBT ON YOUR FACE

22. INNOVATION

23. What is Innovation? Discovery Invention Innovation Curiosity uncovers
Creates what’s possible
Invention
Expands invention into usefulness
Innovation
Jane Stevenson, Bilal Kaafarani “Breaking Away”

24. Jane Stevenson, Bilal Kaafarani “Breaking Away”
Innovation
“Illumination, automobiles, telephones, and the Internet were all made possible by invention, but available through innovation”
Jane Stevenson, Bilal Kaafarani “Breaking Away”

25. Four Types of Innovation/Leaders
Transformational
Is driven by curiosity and discovery.
Category
Is driven by felt or anticipated customer needs and insights.
Marketplace
Is driven by competitive market needs.
Is driven by internal insights and needs.
Operational
Source: “BREAKING AWAY: How Great Leaders Create Innovation That Drives Sustainable Growth - And Why Others Fail”  Co-authored by Jane Stevenson and Bilal Kaafarani

26. Facilitators Barriers Innovation Can everything be innovated? Politics
Tried but nothing happened
Uninspired coworkers
No one listens to you
Criticism from failed attempts
Fear of change, resistance to change
Resources, money
Facilitators
Strong leadership
Positive culture
Teamwork
Trust
Celebrating accomplishments
Encouragement
Can everything be innovated?

27. Role of Leadership in Advancing Innovation
Leadership is the heart of innovation!
Leadership and culture play a huge role in the outcome
Innovation is a team sport  get everyone engaged!

28. What sound does an orchestra conductor make?
The Orchestrator…
What sound does an orchestra conductor make?
Ben Zander, Boston Philharmonic Orchestra
None! No sound at all, except through others.

29. Employee Traits Collaborative Communicative Creative Flexible
Top 4 Traits employers seek in their people:
Collaborative
Communicative
Creative
Flexible
IBM Institute for Business Value
ibm.com/ceostudy2012
Collectively, these traits are fertile ground for innovation

30. Innovation…10 Lessons Learned
Often too ambiguous or unclear
Thrives in a culture of trust
People share ideas when they know they will be valued
Give your people permission to fail
Gets its power only when it is shared with others
Often stopped/halted by the person who initiates the idea (“check out,” “chicken out,” “stall out”)
Collaboration is essential
Leverage the collective strengths of a group of people
Celebrate accomplishments along the way
Some of the greatest innovations are the result of people who saw something that could be better, and boldly acted upon it!
Often too ambiguous or unclear, so not clear how to engage
Thrives in a culture of trust
People share ideas when they know they will be valued and appreciated
If you want people to innovate, give them permission to fail
Gets its power only when it is shared with others
Often stopped/halted by the person who initiates the idea
(“check out,” “chicken out,” “stall out”)
Collaboration is essential
Works best when the collective strengths of a group of people are leveraged
Accomplishments are celebrated along the way
Some of the greatest innovations are the result of people who saw something that could be better, and boldly acted upon it!

31. HEATLHCARE INNOVATION

32. Niko Skievaski Luke Bonney James Lloyd TC
Luke: 6 years at Epic, focused on large scale project management. Worked directly with healthcare executives on their ¼ billion $ projects. Managed Epic teams with ~50 people.
James: 6 years at Epic, worked on the customer facing technical support team, doing development for Epic’s core applications, and on the interface team. Specialist in pushing and pulling information to and from Epic with 3rd parties.
Two other folks that aren’t on here are the two additional developers we’ve brought on board. Both are former Epic employees, both are incredible developers, some of the best interface developers having recently come out of Epic.
We think our ability to recruit top talent here in Madison is a significant advantage.
Niko Skievaski
Business Development
Luke Bonney
Operations
James Lloyd
Technology Lead TC
Senior Developer

33. Attention to Contract Details Pays Off: Bellin Health Realizes Refreshing Revenue Returns
“It is crucial for health systems to monitor their payments from insurance companies. Improper contract loading by insurance claims processing errors have resulted in huge amounts of underpaid claims.” Wendy Schultz, Managed Care Leader, Bellin Health System Green Bay, WI
Introduced Contract Management System
Review of financial and non economic impact led to bottom line impact of nearly $10,000,000
As a result, Wendy was invited to participate in the negotiation of contracts as well

34. CONNECTING FOR IMPACT

35. Connections: Guiding Principles
Never lead with a personal agenda
Give others your full attention
Listen intently to others in order to understand
Seek first to serve others- Ask “how can I help?”
Do not ask to “pick someone’s brain”
Ask others for specific assistance
Recognize that we all have the ability to help each other in some way
Take someone with you to events
Mentoring is a two way street
Be open to good going through you, not about you!
Always follow up to express gratitude and thanks
Never lead with a personal agenda
Give others your full attention- it is one of the greatest gifts we can give to another!
Listen intently to others in order to understand
Seek first to serve others- Ask “how can I help?”
Do not ask to “pick someone’s brain
Ask others for specific assistance-many are willing to help if you ask
Recognize that we all have the ability to help each other in some way
Take someone with you to events-it changes their experience and yours
Mentoring is a two way street
Be open to the greatest good going through you, not about you!
Always follow up to express gratitude and thanks to those who extend a helping hand to you along the way

36. The power of encouragement
How long does it take to encourage someone?
By shining a light on others, we can help them see past their real or perceived limits on the path to realizing their dreams!

37. Bringing it home… Leadership is a privilege and a responsibility
Healthcare is complex and is calling out for transformation
You make choices every day to take a leadership role or sit back

38. Making an Impact Where do you want to have an impact?
Write down your goals
Create your own action plan
Set a timetable
Share your goals with others and enlist their support
Collaborate
Adjust your plan as you learn
Celebrate and leverage your success!

39. Creating Conditions for Lasting Change
Accept the Leadership Challenge
Extend and receive trust freely
Empower those around you
Look for opportunities to try new things
Innovate in big and small ways- everything can be improved, better, different
Embrace the opportunity that comes with change
Connect for impact-elevating and encouraging others along the way
Be grateful for the privilege and responsibility of leadership in bringing about significant change
Sustainable success often comes as a result of helping others succeed
Believe that everything is possible
The best is ALWAYS just ahead!

40. The path is not easy, expect challenges
THINK BIG!
Success does not happen in neutral, keep moving forward
Bring a better future into the NOW!

41. Which ticket are you holding?
And now it’s up to YOU…
3 Types of Stagecoach Tickets
When facing crisis or challenge…
Stay in your seat, no need to help
Get off the stagecoach, no need to help
Get off the stagecoach, change the wheel, push through the mud, and solve the problem
Which ticket are you holding?

42. SUMMARY Extending trust Empowering others Innovating
It is my hope that my message today helps each of you be more successful leading significant change by
Extending trust
Empowering others
Innovating
Connecting for impact and
Encouraging others along the way

43. Questions?

44. Thank you for your kind attention today! Laurie Benson, LSB Unlimited