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Chief Culture Warrior: A Transformational Professional


A Transformational Professional & Personal Role for Senior Healthcare Strategists Kathy, Steve and Ken (a.k.a. Lewton, Seekins & Trester) Society for Healthcare ... – PowerPoint PPT presentation

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Title: Chief Culture Warrior: A Transformational Professional

Chief Culture Warrior A Transformational
Professional Personal Rolefor Senior
Healthcare Strategists
  • Kathy, Steve and Ken
  • (a.k.a. Lewton, Seekins Trester)
  • Society for Healthcare Strategy and Market
  • October 4, 2007

Yet forces demanding change are ever more
powerful and insistent
  • Continued rise in spending has made payers ever
    more insistent
  • Focus on quality now has a life and momentum of
    its own
  • Only choice - create your own quality measures or
    adopt those from third-party groups
  • Demand for true patient satisfaction also
    difficult to ignore
  • Patients believe that they are entitled to
    humane, respectful treatment, and know how to
    complain when they dont get it
  • Dial 1-800-LOCAL TV REPORTER
  • Election year politics add to the drumbeat
  • And with a small but highly visible group of
    hospitals actually making progress and headlines
    -- harder for the rest of the pack to avoid the

The trifecta Of business, politicians patients
can no longer be ignored nor held at bay.
  • True transformation is the only guarantee of
    survival in the long-term

Its not the best of timesto push for
change in HCOs
  • Employees those who arent fleeing are tired,
    frustrated, cynical
  • Physicians are at worst, antagonistic and
    outright competitors to the HCO at best,
  • Which means powerful leadership is absolutely

Change let alone TRAnsformation doesnt come
easily to HCOs
  • By nature resistant to change
  • Built on policies, procedures, process Weve
    always done it/never done it THAT way
  • Medical care has always focused on careful study,
    cautious research, first, do no harm

ENTER the Chief Marketing/PR Officer now starring
as . . . . .
  • Chief Culture WARRIOR

CEO Cant Do It Alone
  • CMPOs are
  • Trend spotters -- hear the drumbeat, collect and
    own the data, sense the danger that failure to
    change can bring
  • Have needed tools for telling and selling
    defining and describing the new vision, and
  • Work effectively with management peers and
    medical leaders who will be critical forces in
  • Already so close to the CEO that they can bring
    him/her on board, prep him or her to be the
    spokesperson for change

CPMO ? CCW New role, new focus
  • Changing focus from external customers to
    internal workforce
  • Working with physicians more as a collaborator,
    partner, supporter
  • Taking more responsibility public and legislative
    affairs, payer relations, etc.
  • Going beyond data to working side-by-side with
    operations and nursing to find and sell solutions

Culture is determined by what we is
memorialized by what we say. Both are
important, but one must precede the other.
  • TO Be change agent,
  • Instead of communicator
  • First Be the doer,
  • Then the sayer.

Being a Chief Culture Warrior
  • Four Principles from Real Life

Step 1 Know where the HCO is NOW
  • HCOs often try to move people toward the new
    vision, with no clear sense of where the people
    are in terms of attitudes, opinions, morale,
    commitment, etc.
  • But because transformation is a highly complex
    process that has many moving parts
  • Cant benchmark without a starting point
  • Cant create compelling messages that will move
    people to change behaviors if you have no idea
    what they know, believe or care about

Step 2 Assess organizational readiness
  • Comprehensive internal research effort that
    focuses on the variables that are most likely to
    affect ability to change.
  • Need to assess attitudes, needs, concerns and
    commitment of key players such as middle managers
    and first line supervisor
  • Physician research may need to be deeper and
    broader than in a typical MD survey

Step 3 Strategic priorities foundation
  • Culture needs a foundation must match strategic
    priorities and desired market positioning
  • Customer service strategy means focusing on the
    behaviors and skill sets that will deliver
    customer satisfaction.
  • Quality positioning requires addressing
    organizational effectiveness.
  • Low cost position means focusing on efficiency
  • No HCO can afford to focus on just one strategic
    priority and totally ignore other key factors --
    BUT one driving imperative makes transformation
    easier because theres a vision and a purpose
    that support the need for change.

Step 4 Bring it all together
  • The CPMO transformed into Chief Culture Warrior
    can lead transformation
  • With a clear vision of strategic imperatives and
  • With deep and broad understanding of the
    organization and its people as they are now
  • With effective marketing and communications
    strategies and tools to change attitudes and
  • And by partnering with operations execs who will
    lead the effort to re-tool policies, procedures
    and processes.

A look at the wars and warriors
  • a short survey about culture management in
    healthcare organizations

The Warriors
  • Survey of all meeting registrants plus list of
    selected senior practitioners - 31 responses
  • 50 response from registrants
  • All but a few at VP/SVP level
  • 2/3 marketing/communications
  • 1/3 planning
  • 1CEO
  • 60 are 20 year veterans. Only 2 less than 10

The war How necessary is culture change?
Key platform of your organizations desired
  • Customer service/satisfaction (16)
  • Employee engagement/satisfaction (8)
  • Clinical quality (6)
  • Other mentions
  • Recruiting/having best employees
  • Physician satisfaction
  • Facilities
  • Efficiency

Commitment to change
How we manage culture
How we manage
Whos actively involved?
Whos on board and fully committed?
But 33 report that physicians are subtle
naysayers or flat out antagonistic!
Barriers to change
  • Not a priority(10)
  • Time and money (8)
  • Inertia (6)
  • Other mentions
  • CEO
  • Size complexity
  • Physicians
  • Lack of commitment
  • and at least 30 others

Respondents role in culture change
Satisfaction with role
Those who play an important role in culture
change are mostly (80) satisfied with the
support of others in organization but LESS SO
with time and resources to do the job.
If you are NOT a leader
If not, why not?
Issues you want to talk about and we will . .
. . .
  • Getting top management support
  • How to create the burning platform
  • Implementation how to make it stick
  • How to push change through the ranks
  • How to get consistency
  • System decentralization
  • Hiring right
  • How to drain the swamp when youre up to your
    bubpkus in alligators

BUT FIRST Some Stories
  • Tales from the Front Lines
  • Successes and Failures

Cinci Childrens A Classic Case
  • New CEO, from manufacturing, said quality will be
    our strategic position
  • And we start with safety
  • And he got docs on board
  • And the board on board
  • And now safety IS the DNA of CCHMC

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  • September 15, 2007
  • Managing Outcomes Helps a Childrens
    Hospital Climb in Renown
  • CINCINNATI Although it is nearly 2,000 miles
    from Boise, Idaho, Cincinnati Childrens Hospital
    means to make a visit here worth a patients
  • Not content to play a regional role, the
    Cincinnati Childrens Hospital Medical Center has
    emerged as a national name in pediatric medicine,
    drawing patients from distant cities like Boise.
  • Lacking the prestige of other well-known
    pediatric centers, Cincinnati Childrens had to
    learn to compete on something else, said Dr.
    Charles Homer, the chief executive of the
    nonprofit National Initiative for Childrens
    Healthcare Quality.
  • The something else is quality.

On the other hand . . . . .
  • Major multi-state healthcare system
  • Interviews with employees on attitudes and morale
  • Quality the new initiative du jour
  • First it was guest services, then patient
    satisfaction, then Six Sigma, then quality, then
    CQI, then TQM . . . . . . . .

On being the AMAs Conscience
On Being the AMAs Conscience
  • It all started innocently enough
  • Establishing a culture of openness in an
    organization of control freaks
  • The freedom of one to question
  • No ratting and no pulling the punches

Stories from the front
  • Tobacco Institute wants to meet with the AMA
  • Media Tours and openness
  • Media briefings and sponsorship

How to screw it all up
  • Trying to hide things from the media in a public
    world. Closing the openness.
  • The GE debacle.

The Service Success Story

Getting top management support
  • First, the CEO problem
  • Then tackle the rest of the gang
  • Bring data
  • Bring strategy
  • Find models
  • Find tools

The Ritz-Carlton Formula
  • Make management visible
  • Put employee satisfaction first
  • Imprint the standards
  • Lineups everyday, everyone

Creating the burning platform
  • If you have a crisis, revel in it
  • If you dont have a crisis
  • Lead by inspiration
  • Model the competition

The Call to ActionService First!
  • We will provide quality healthcare through
    Service First! so that people choose Oakwood and
    its affiliated physicians.

Implementation Make it stick - even if youre
big, complex,decentralized
  • Clear vision, definitions and standards
  • New processes to support new cultures
  • HR policies and practices critical
  • Reliable tracking systems
  • Accountability mechanisms
  • Disciplined, methodical rollout plan with
    standardized communications

The Huddle A breakthrough communications tool
  • Systematic process for assuring group discussions
    every day

Guiding principles
  • Simplicity 5 to 10 minute meeting
  • Consistency everyone, everyday, every shift
  • Interactivity discuss Service First! Standards
  • Motivational reinforce personal values
  • Fun engender team spirit

Do You Rely On Huddles for Information?
Patient loyalty scorescause and effect?
Other Major Gains
Pre Post Change
Consumer Top-of-mind Awareness 36.3 44.2 ? 7.9
Consumer Preference 31.2 41.6 ? 10.4

Market Share 35.3 38.9 ? 3.6
Profitability -2 1 ?3pts
Chain of success starts with satisfied employees
The VanRinsvenformula for victory
  • Hire right
  • Do onboarding by top leadership in person
  • Create emotional engagement
  • Show physicians that an environment of engaged
    employees is in THEIR best interest

And Now . . . . . . . .
Issues you want to talk about
  • Getting top management support
  • How to create the burning platform
  • Implementation how to make it stick
  • How to push change through the ranks
  • How to get consistency
  • System decentralization
  • Hiring right
  • Oh, and what about those damn alligators?

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