RAISING THE BAR OF LEADERSHIP. Presented to: American Society for Healthcare Human Resources Administration Annual Conference, September 28, 2014

Transcription

1 RAISING THE BAR OF LEADERSHIP Presented to: American Society for Healthcare Human Resources Administration Annual Conference, September 28, 2014

2 THE WDI SYSTEM OF LEADERSHIP SELECTION AND DEVELOPMENT

3 Research Behind the WDI Leadership Selection and Development System Hospital Employees Hospital Leaders Based on measuring the opinions and levels of psychological existence and corresponding work values of over 1.5 million hospital employees over a 30-year time period Based on measuring the personality characteristics of several thousand hospital executive/physician leaders in several hundred hospitals and comparing their leadership performance against measurable objectives

4 What we ve learned Work Values Matter Personality Matters Great Leaders Make Great Hospitals Management strategies, HR policies and practices, leadership style, and employee communication that best matches the hospital s predominant employee work values achieves high employee morale and performance. Leaders manage based on their personality. Key personality characteristics influence day-to-day interactions with employees and colleagues and affect relationships with others. From CEO to front line supervisor, the quality of leadership determines the quality of care and the quality of performance. Anyone can be a great leader if they have the desire and a personal road map of self-development.

5 4 STEPS TO RAISE THE BAR OF LEADERSHIP 1 Develop and communicate your desired leadership characteristics 2 Assess the work values and leadership personality characteristics of every leader 3 Enable each leader to self-develop based on their unique assessment results 4 Assess each leadership candidate before selection

6 Step 1. Develop and Communicate Your Desired Leadership Characteristics To have great leaders, you must define greatness: Integrity Initiative Self-Confidence Persistence Flexibility Conceptual Thinking Analytical Thinking Motivational Skills Communication Skills Interpersonal Skills The purpose of the WDI Leadership Assessment is to enable each leader to meet and exceed the health system s desired leadership characteristics.

7 Step 2. Assess the Work Values and Leadership Personality Characteristics of Each Leader The WDI Leadership Assessment is completed over the Internet at the WDI Assessment Center. The WDI Assessment Center is a web based interactive assessment process. Each individual is provided simple instructions and a unique passcode to log onto the assessment center. It takes approximately 45 minutes to complete the WDI Leadership Assessment. The results are instantly available.

8 The WDI Leadership Assessment Profile This pie chart shows the level of psychological existence and corresponding work value This chart shows 12 personality characteristics that influence leadership performance

9 Step 3. Enable each leader to understand their personal profile and self-develop based on their unique assessment From either a WDI workshop or individual one-on-one session, each leader Learns their personal and unique combination of work values and their affect on how they lead others Learns their unique combination of leadership personality characteristics and how they affect their ability to interact with and lead others Uses their personal leadership profile to develop their own personal leadership self-development plan to become a truly great leader

10 Step 4. Assess each viable candidate before leadership selection Build the Leadership Assessment into the recruitment and selection process Senior HR leader trained to understand and use the WDI Leadership Assessment. Leadership Assessment results are instantly available. Leadership assessment profiles are confidential. Only designated executives have access. The bar of leadership is raised by reducing the margin of error in predicting leadership success.

11 Case Study: Phoenix Children s Hospital Phoenix Children s Hospital utilizes the WDI Leadership Selection and Development System. To date, 550 leaders and employed physicians from CEO, medical directors, to staff physicians and front line supervisors have completed the WDI Leadership Assessment. Here are six key lessons every hospital and health system can learn from the experience of Phoenix Children s Hospital.

12 Six lessons from Phoenix Children s Hospital 1. Set your sights high and pull the trigger. The definition of insanity is doing the same thing over and over and expecting a different outcome, so set your leadership expectations high and don t be afraid to pull the trigger of change in leadership selection and development. 2. Define your leadership expectations. You can t expect your leaders to be great if you don t define what greatness is, so just as you spell out your mission, spell out what you expect from your leaders and communicate it to every physician and employee. 3. Refine your leadership selection. No one decision is more critical to a health system s success than leadership selection, and the higher the position the more critical the decision. Using a hospital based leadership assessment validated to predict leadership success can significantly reduce your margin of error in making leadership selection decisions and result in increased hospital performance.

13 Lessons learned 4. Recognize that leaders manage on their personality. You can send your leaders to all the management training seminars and workshops you want, but at the end of the day, they will come back and lead based on their own unique personality. 5. Give your leaders the insight they need to succeed. It was the Personality of Leadership workshops and one-on-one physician meetings that provided each PCH leader the insight necessary to change where needed and craft their own personal leadership self-development plan. 6. Invest in your Physicians. The greatest return on investment is to invest in the leadership assessment and development of your physicians. Every Physician is a leader and each physician appreciates the investment being made into their personal self-development. It is a strategic investment into a health system s most valuable asset.

14 Today at Phoenix Children s Hospital Today at PCH the bar of leadership has been significantly raised, leadership expectations are clearly understood and openly discussed. There now is in place a refined system of leadership selection and development with a beneficial byproduct of leadership succession from the front line supervisor up. In the future, as each leader self-develops, it is my hope PCH will be recognized as much for its leaders as it is for its great pediatric healthcare, because you can t have one without the other. Robert Meyer President and Chief Executive Officer Phoenix Children s Hospital

15 One Final Thought... There are more than 7 billion of us who live on this planet, yet no two of us are alike. Our differences reflect not only our physical DNA but also our unique combination of work values and personality characteristics. In our experience, our unique personality characteristics more than any other factor affect our leadership performance, as we manage from our own personality. By knowing your unique personality characteristics and engaging in personal leadership self-development, we not only enhance our performance as a leader but also our life as a person. May your life s work be filled with passion, and may you always lead with greatness. Jim Velghe President Work Dynamics, Inc.