Implementing an Associate Development Plan The growth and development of people is the highest calli

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Implementing an Associate Development Plan
The growth and development of people is the
highest calling of Leadership. Harvey
Firestone

• Presenters
• Craig Anderson Jr. Charis Healthcare
• Jason Theadore - OhioHealth

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Todays Agenda

• I. Trends Impacting Associate Development
• II. Case Study Review
• III. Individual Development Plan
• IV. Progression of Leadership
• V. Mentoring and Coaching
• VI. Succession Planning
• VII. Questions and Contacts

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National Trends Impacting Associate Development
Weaker Economic Conditions
10 out of 12 Districts reported weaker
conditions
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National Trends Impacting Associate
DevelopmentJob Layoffs
Source USA Today
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Healthcare Trends Impacting Associate
Development Inpatient Volumes Decreasing
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Healthcare Trends Impacting Associate
Development Outpatient Volumes Decreasing
Source SG2 Interviews Analysis
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Healthcare Trends Impacting Associate
Development Hospital Layoffs
Source Bureau of Labor Statistics SG2
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Trends Impacting Associate DevelopmentIndividual
Development Plan
Know Thyself If I knew myself I would run
away. - Johann Wolfgang van Goethe
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Employee Engagement
Harris Interactive Study Employee Engagement
37 of employees have a clear understanding of
what their organization is trying to achieve and
why Only 1 in 5 was enthusiastic about their
teams and organizations goals Only half were
satisfied with the work they had accomplished by
the end of the week Only 15 felt they worked
in a high trust environment Only 13 percent
have high-trust highly cooperative working
relationships with other groups or departments
Source 8th Habit by Stephen Covey
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Self Assessment
How do I begin to find out

• Myers Briggs Type Indicator (MBTI)
• Strengths-finders 2.0 Strengths Based Leadership
• 360 Degree evaluations
• Emotional Intelligence (EQ)
• The 8th Habit - From Effectiveness to
• Greatness

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Leader vs. Manager
LEADER
Creates Changes Defines Aligns
MANAGER
Controls Plans Organizes Administers
Source Value Unlimited
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Leadership vs. Management

• Leadership is Creating
• Creating Other leaders
• Creating Opportunities for communication
• Creating Teamwork and collaboration
• Creating Synergy with and ownership by the
  team
• Management is Controlling
• Controlling Resources
• Controlling Schedules
• Controlling Events
• Controlling Outcomes

Source Value Unlimited
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The Leaders Communication Skill Set

• Listening with empathyseeking to understand
  others meaning and needs.
• Dialogueexchanging ideas reaching common
  understanding by being open to new information
  suspending disagreement and decision-making in
  order to achieve understanding.
• Collaborationpursuing opportunities for synergy
  and value creation achieving buy-in through
  strong interaction skills.
• Facilitating consensusenabling people to
  contribute and be 100 committed to an outcome
  even if they are not in complete agreement with
  it.
• Managing conflictcreating constructive
  interaction between people who think their goals
  are incompatible.

Source Value Unlimited
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Case Study Review

• Situation Opportunity
• Being patient driven with even more support
  at the point of patient care
• Supportive environment to leverage leader
  strengths and expertise and allow personal and
  professional growth
• Associate engagement and satisfaction
• Expense/cost management and bottom line growth
• Continue leadership development identify and
  groom two successors for each role through
  supervisor
• Elevate service delivery to be more seamless vs.
  working in silos
• Increase awareness of competition with easy
  entry/exit into market
• Work in concert with Physician Group Partners
  providing Imaging Services
• Validate and meet/exceed expectations from
  providers re availability turn around
  communications
• Technology investments leadership decision to
  invest/be leader as competitive advantage
• Re-defining Imaging Outpatient Service Delivery
  experience
• Implement and cultivate Imaging Branding

Case Study Provided by
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Case Study Review

• Leadership Challenges and Priorities
• Proactive strategic planning and collaboration
  vs. managing in a reactive mode at the tactical
  level
• Delegation and shared expectation/accountability
  management with managers and supervisors
• Instilling and maintain trust with peers
  management team and staff
• Optimizing life balance through better planning
  organization and time management through
  prioritization
• Enhance relationships with business partners or
  internal customer groups (i.e.. Finance
  registration purchasing facilities breast
  health etc.) to support patient-focused process
  improvements and achieve Ambulatory Division or
  Healthcare System objectives
• Solution Approach and Focus
• Understanding competitive market trends impacts
  and differentiators
• Defining business cycle growth goals
  expectations and change management strategies
• Proactive communications planning and coaching
• Benchmarking culture leadership team and
  individual DNA Strengths and Opportunities
• Better understanding alignment and execution of
  priority growth strategies goals and performance
  expectations/accountabilities

Case Study Provided by
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Case Study Review

• Results and Benefits
• Balance Scorecard Performance Metrics

Case Study Provided by
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Case Study ReviewTeam DNA Detail Summary
Case Study Provided by
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Case Study ReviewTeam DNA Development
Opportunities
Case Study Provided by
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Individual Development PlanCase Study

• Leadership Challenges and Priorities
• Proactive strategic planning and collaboration
  vs. managing in a reactive mode at the tactical
  level
• Delegation and shared expectation/accountability
  management with managers and supervisors
• Instilling and maintaining trust with peer
  management team and staff
• Optimizing life balance through better planning
  organization and time management through
  prioritization
• Enhance relationships with business partners or
  internal customer groups

Case Study Provided by
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Individual Development PlanIntroduction

• Through the Individual Development Plan process
  an organization may achieve three important
  objectives
• 1. To identify and plan for individuals to
  achieve their highest potential
• 2. To develop a deep bench of capable leaders
  who can be called on to meet the changing needs
  of our business and secure its future
• 3. To ensure a working environment for
  associates that aligns with their personal needs
• Set the expectations for all leaders regarding
  the leadership development
• To complete an IDP
• To share the plan with the person you report to
  and any other appropriate people

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Individual Development PlanProcess
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Individual Development PlanDirection

• Strategic Direction
• Describe your long-term career goal or vision.
  During discussions with your leader you will
  assess how your career progress to date current
  career goals and personal goals are aligned with
  this ultimate objective.
• Professional Direction
• Describe the steps in your career progression
  that you will need to take between your current
  position and the long-term goal stated above.
• Execution
• Leaders who know how to execute plans focus on a
  very few clear priorities that are readily
  understood by the leaders boss and close
  colleagues. Identify the skills knowledge and
  competencies you will need to develop over time
  to reach your next career goal. Organize your
  plan in terms of things that can be done in the
  short term and those that will require more time
  and effort to complete.

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Individual Development PlanAreas for Development
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Individual Development PlanContracting for
Success

• Winning leaders not only work on their own life
  balance but they help and coach others to do the
  same. In this section describe three things you
  need from your boss to help support your personal
  and professional goals and three things your boss
  needs from you to help provide that support.

______________________ Boss Signature
______________________ Your Signature
______________________ Date
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Progression of Leadership
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Progression of LeadershipEmerging Leader

• Personal Qualities
• Bright and talented
• Highly adaptable
• Proactive
• Eager to make things better do more
• Composed in crisis
• Seek and thrive on challenges
• See mistakes and set backs as motivation to try
  harder
• Take accountability for their work and that of
  their team
• Tell the truth even when its painful to do so
• Interpersonal Skills
• Viewed by others as trustworthy and genuine
• Successful in relationships with immediate staff
• See physicians as partners and maintain
  self-confidence and composure in their presence
• Willing to push the boundaries of their current
  job by taking the initiative with company
  committees
• Demonstrated ability to take on increased levels
  of responsibility
• Model compassion with patients family members
  and the larger community

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Progression of LeadershipDeveloping Leader

• Planning and Organizing
• Critical thinking abilities
• Grasp and utilize financial measures to monitor
  and promote work unites success
• Nott deterred by complexity or competing demands
• Good planning anticipating skills
• Able to see the big picture while getting things
  done at a tactical level
• Possess strong implementation skills with the
  capacity to develop into a strategist

• Personal Qualities
• Self aware and self reflective making a real
  effort at self improvement
• Decisive
• Willing to take a risk
• Demonstrate a can do attitude
• Action and results-oriented
• Put the needs of the division ahead of their own
• Interpersonal Skills
• Able to get things done through their team
• Graceful in dealing with controversy
• Developing political savvy understands
  increasingly how organization works
• Proven credibility with physicians able to work
  cooperatively with physicians as partners
• Is seen by physicians as someone who gets things
  done
• Basic grounding in 360 degree management skills
• Consistently solid Scorecard results

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Progression of LeadershipAdvancing Leader

• Personal Qualities
• A skilled listener genuinely interested in
  others
• Empathetic and socially responsible
• Accept accountability for divisional goals
• Fiercely committed to obtaining results
• Use financial tools to impact divisional success
• Focused on priorities but shift priorities as
  business needs change
• Always seeking additional responsibilities
• Entrepreneurial in outlook and actions but able
  to temper drive for growing division with the
  greater needs of organization
• A capable strategic thinker
• Business/Talent Developer
• Strong business development instincts
• A passionate advocate for the division
• Politically savvy
• Respected by physicians while meeting the needs
  of the organization
• Extends self to help others
• Skilled at identifying and developing talent
• A solid representative for division both within
  organization and the larger community

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Mentoring and CoachingManagement Assessment Grid

• Team Coaching Sessions Focus
• Understanding competitive market trends impacts
  and differentiators
• Defining business cycle growth goals
  expectation and change management strategies
• Proactive communications planning
• Benchmarking leadership and culture DNA
• Better understanding and execution of priority
  growth strategies goals and performance
  expectations/accountabilities

Case Study Provided by
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Mentoring and CoachingManagement Assessment Grid

Descriptions Steady A Results exceed
expectations happy in current role coach Steady
B Results meet expectations coaching may be
required Challenge A Managers ready for
Emerging Leaders Group potential to be included
in succession plan Challenge B Managers
potential Emerging Leader needs to challenge New
to Role Year or less in position Potential Super
visors/Leads on management track potential
Emerging Leader Misplaced Talent but in wrong
role within the division Blocker Heavy coaching
move out
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Mentoring and CoachingTalent Potential
Assessment Grid
Exceeds Standard
At Standard
PERFORMANCE
Below Standard
HIGH
LOW
POTENTIAL
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Mentoring and CoachingTalent Potential
Assessment Grid
Exceeds Standard
At Standard
PERFORMANCE
Below Standard
HIGH
LOW
POTENTIAL
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Beginning an Effective Relationship
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Beginning an Effective Relationship (cont.)
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Improvement PlanFive Classic Questions

• DETERMINING JUST AND PROPER CAUSE FOR
  DISCIPLINING AN EMPLOYEE
• Did the employee clearly understand the rule or
  the policy that was violated
• Did the employee know in advance that such
  conduct would be subject to disciplinary action
• Was the rule that was violated reasonably related
  to the safe efficient and orderly operation of
  the organization
• Is there substantial evidence that the employee
  actually did violate the rule
• Is the disciplinary action planned reasonably
  related to
• The seriousness of the offense
• The employees record with the organization
• Disciplinary action taken with other employees
  who have committed similar offences

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Performance Improvement Plan

• Performance Improvement Plans are typically
  designed to last 30 60 or 90 days in duration
  using the following plan
• Review the Performance Management Record
• Meeting with the employee
• Follow up
• Documentation Process
• Finalization of Plan

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Performance Improvement Plan Example
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Stages of Personal Change
How committed is the protégé to the change
Determination Decision
Source Prochaska and DiClemente
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Results

• Results may appear in mastery of new information
  increased skill ability to perform a new task
  or observable changes in behavior.
• The expected results from the mentoring exchange
  are likely to be unique to each mentor/protégé
  relationship.

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• Now it is your time! Any questions

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Contacts

• Now Youve got the POWER!

Jason Theadore OhioHealth Neighborhood
Care 614-544-4010 jtheador_at_ohiohealth.com Craig
Anderson Jr. Charis Healthcare 330-606-1959 Craig
.Andersonjr_at_CharisHealthcare.com Rich
Viola InAlign Partners 614-296-3160 Rich.Viola_at_InA
lignPartner.com Stacy Emert InAlign
Partners 614-582-6357 Stacy.Emert_at_InAlignPartner.c
om