Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

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1 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014

2 The partnership The Leadership & Organizational Development Consortium (LODC) consists of 8 hospitals primarily from the Central LHIN (with some expanded boundaries): Humber River Hospital* Mackenzie Health Markham Stouffville Hospital* North York General Hospital Southlake Regional Health Centre Stevenson Memorial Hospital St. John s Rehab Hospital (now part of Sunnybrook Health Sciences Centre)* West Park Healthcare Centre* Extension of an already existing (and successful) relationship among 4 partner hospitals in the purchase of group benefits*

3 The business imperative Develop/enhance talent management for leaders to allow for the identification of emerging leaders, and plan for building future capacity Ensure that leadership development efforts incorporated behavioural competencies to build the right kinds of leaders Revise performance planning and development processes to measure the what and the how to support leadership development Identify staff behavioural competency models aligned with leadership competencies to begin to grow leaders deeper in the organization, And: Accomplish this all with limited resources There was the realization that we shared common needs as well as challenges

4 And if the hospitals banded together, we could: Think about development of the sector, as opposed to an individual hospital, and as such, retain health care leaders Create a common language of leadership Obtain leading edge tools and expertise at affordable prices (cost sharing) Adopt leading practices in leadership development Leverage and expand on the tools already developed through the OHA

5 Recognition that there were: opportunities to embrace leading practices in leadership and organizational development and that sharing expertise and resources and working collaboratively would allow for the building of workforce and leadership capacity and capability in the most impactful, efficient and cost-effective manner for each organization and as a collective group of organizations

6 Our vision Bold Leadership: Strategic partners inspiring extraordinary performance in individuals and organizations across the healthcare system

7 The Journey The Foundation OHA ( ) Leveraging/expanding the investment LODC (2012 & ongoing) Leadership competency models and assessment tools Talent management framework Competency models for coaches and mentors Self-help guides Behaviour-based interviewing tools and training materials Staff competency models and self-assessment tool (CAQ) Talent management framework to identify emerging leaders Expansion of behaviour-based interviewing tools and training materials (staff level) Competency-based performance planning and development (leaders & staff) Competency-based leadership development programs for all levels of leadership Mentorship program pilot

8 Infrastructure that enabled success Structure and governance Terms of Reference that identified 3 priority areas for 2011/12 Created the LODC to guide the direction/work of the 8 hospital partnership Project management Used one partner (Hay Group) throughout the process selected through RFP Established timelines and a roadmap for accomplishing our work Established 3 working groups which met weekly/bi-weekly (Feb/12 Dec/13)

9 Where we are now Detailed View

10 Levels of Work We began with a Role Profile Matrix for Leaders A sample readiness to move map for a hospital s highest potential Leaders Type of Leader Advisory Matrix Delivery Enterprise Leadership N/A N/A CEO Strategy Formulation N/A Head of Professional Practice CFO Head of Academic Affairs Head of Research Head of Patient Care Physician-in-Chief Operational Strategic Strategic Alignment Strategic Implementation Corporate Controller Head of HR Director of Facilities Mgr of Staffing & Recruitment Director of Food Services Chief of Surgery Ready now or within 12 months Develop within position Too new to evaluate Tactical Implementation Clinical Dietetics Manager Pharmacy Manager Manager of DI Patient Care Manager Tactical Coordination Supervisor, Coding

11 We Expanded it for Staff Roles To begin to place the same emphasis on front-line roles with an initial view of identifying emerging leaders

12 Operational Support Role Operational Profile Matrix Support for Staff Roles Operational Support Clinical Support Direct Clinical Technical Specialist Process Specialist Routine Task Specialist Routine Processor Task Specialist

13 We Created Tools and Support for Performance and Talent Management Cascading goals/objectives measuring the what and the how Process and tool that links talent management and performance planning and development Detailed guide to performance planning and development and talent management and training program

14 We launched competency-based leadership development Developed competency-based leadership development programs for all levels of leadership Used pan-hospital cohort approach, with peer coaching and field assignments to build network Goal to speak a common language of leadership Incorporated leading practices Held first graduation for participants of Executive, Director, Manager programs (Dec/13) Held second graduation for participants of Director, Manager, Supervisor programs (May /14)

15 Leadership Competencies LEADS Model OHA Model Set direction Strategically align decisions with vision, values and evidence Take Action to implement decisions Assess and evaluate Achieve Results/ Achieving Results Building Strategic Partnerships Collaboration Impact and Influence Organizational Awareness (3) Planning, Coordination & Execution Results Orientation Service & Quality Orientation (1) Are self aware Manage themselves Develops themselves Demonstrate Character Lead Self/ Personal Effectiveness Interpersonal Sensitivity Leadership Presence Foster development of others Contribute to the creation of healthy organizations Communicate effectively Build teams Engage Others/ Leading Effectively Building Organizational Capability Developing others Holding Self & Others Accountable Visionary Leadership Demonstrate systems/critical thinking Encourage and support innovation Orient themselves strategically to the future Champion and orchestrate change Systems Transformation/ Thinking Critically Business Acumen (2) Strategic Orientation (4) Develop Coalitions Demonstrate a commitment to customers and service (1) Mobilize knowledge (2) Navigate Socio-political environments (3) Purposefully build partnerships and networks to create results (4)

16 Leadership Development for Executives: Program overview

17 Leadership Development for Directors: Program overview

18 Leadership Development for Managers: Program overview 1. Building an Effective Team 2 days Core program 2 days 3. Collaboration and Influence 1 day 2. Communication and Change Leadership 1 day Ongoing Peer Coaching

19 Ongoing Peer Coaching Leadership Development for Supervisors: Program overview 1. Team Development and Prioritization; Planning & Coordination 1 day Core Program 1.5 days Ongoing Peer Coaching 2. Effective Communication and Conflict Management 1 day

20 Leadership Development for New Leaders Identify the challenges transitioning from an individual contributor to a leadership role, and what it takes to be a new leader Help gain insight into the leadership competencies one demonstrates and where might need to develop Become familiar with the six leadership styles and organizational climate dimensions Create a 90 day plan for success Introduce peer coaching

21 Key Learnings/critical success factors Commitment of senior leaders Terms of Reference developed and signed by each organization Recognition for the need to rise above own needs for the sector Structure Need for a Steering Committee (LODC) with different representation on Working Groups Complexity Appreciation of the complexity of a joint RFP and working with different purchasing groups Coordination and drive Need for someone to manage the effort to keep on track and focused Creativity Finding ways to reframe or breakdown apparent barriers (e.g. financial resources)

22 Key learnings/critical success factors Flexibility and patience Appreciation that not everyone is at the same point in the journey Respect for individual organizational needs (e.g. opting in/out, implementation, or application) Finding the balance between common approach and 8 different ways Listening to understand and finding a way to make it work Trust and support Trust in team members to continue with the work when individuals needed to step back to respond to organizational initiatives (e.g. redevelopment projects, workload, turnover, etc.) Sharing of expertise to support others, to stretch limited resources Involvement of leaders and staff Piloting of programs, adjusting as necessary for next cohort Use of expert panels and focus groups

23 Key learnings/critical success factors Valuing learning Creating a supportive learning environment (e.g. commitment to minimize work distractions, etc.) Cascading program participation from Executive to Supervisor to facilitate transfer of learning, speaking same language Ensuring accountability for the transfer of learning Measuring progress Instituting a re-assessment process post-program completion to measure change and learning

24 Participant Feedback Valuable asset to the clinical managers and to the organization. Worth the investment and great to develop relationships both internally and externally. Excellent session! Worthwhile take away information to use day-to-day. Very useful, practical content and excellent discussion around application to our environments. Fantastic session with excellent facilitators. Many ah ha moments with a great deal to reflect on, and take back. Will make every effort to implement changes and develop overall. It was a great learning experience and I am looking forward to putting this into practice and the next session.

25 Participant Feedback The most valuable aspect for me, was learning with a group of fellow Directors both from within my organization and from other organizations within our region. The discussions about real-life situations and how they apply to what is being learned was invaluable. I have forged new relationships with other Directors and continue to bounce ideas and problems back and forth with some of them. The program has had lasting impact with me and I feel has influenced my leadership abilities for the better."

26 What s next? Foundational elements are now in place to allow: Adopting an integrated approach to HR and OD practices at all levels (e.g. award and recognition programs, career pathing) Launching Communities of Practice in early June Incorporating more leading practices within the LODC and into our programs (e.g. expanding the mentorship program beyond the pilot hospitals, secondments/leadership exchanges) Creating a supportive learning environment Maintaining both the tangible and intangible/direct and indirect benefits (e.g. behavior changes and creation of networks) Building metrics to demonstrate the ROI Satisfying the appetite for learning that has been created (e.g. responding to participant questions regarding what s next asking for more)

27 QUESTIONS?

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