Engaging Physicians In Leadership: Tapping Into Our Intrinsic Motivation. Alfred Seekamp, MD, MHCM Chief Medical Officer The Vancouver Clinic

Transcription

1 Engaging Physicians In Leadership: Tapping Into Our Intrinsic Motivation Alfred Seekamp, MD, MHCM Chief Medical Officer The Vancouver Clinic

2 Thinking back to a time when you most enjoyed your work, what was most motivating to you?

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4 Who We Are Physician-owned and governed, professionally managed Founded in providers 990 employees 5 sites

5 What We re Proud Of Now Financial success Supportive Group Culture High provider satisfaction and engagement scores This has been an intentional process.

6 It hasn t always been that way Let s go back to 2011

7 Provider Satisfaction Improvement Map 2011

8 TVC leadership wanted to engage physicians and staff and used strategic planning as a vehicle for change.

9 TVC s Strategic Vision Patient-focused Best place to work Decision making at the right level Learning organization that innovates and embraces change Able to invest in our people, business and community because of our financial success Remain independent and collaborate with others to create excellence

10 Leadership is the willingness to influence your world and to be influenced by it. Carpenter Smith Consulting

11 Strategic Planning Outcomes Movement away from top down management style Input into big decisions before they are made Development of a supportive group culture Acute need for effective, local leadership: Department Chairs

12 Department Chairs Historical paradigm Last person standing Work done on the margin Compensation less than what you could earn through clinical work Tasked with carrying out administrative directives Suffered from lack of training, creativity, power and influence

13 Business & Medicine Hand-in-Hand

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16 Extrinsic Motivation Effective for the most rudimentary tasks Need to pay people enough to take money off the table

17 Intrinsic motivation promotes engagement and leadership.

18 Individual Purpose That Melds With Organizational Purpose Why are we here? Group Culture Quality of Care Quality of Life

19 Mastery Influencing your world and being influenced by it Mentorship Leadership development - Department chairs and managers - Unified message and common language - Quality - Long-range planning - Financial performance

20 As with any skill, the most important part of mastery is practice and learning from our mistakes and successes.

21 Autonomy An intentional outcome of aligning purpose and achieving mastery Decision making at the right level Superordinate organizational goals with local implementation

22 A Culture of Leadership & Engagement Clear vision THIS A free-for-all NOT THIS Leaders set specific expectations / metrics / performance standards for success A culture where people know they can influence Specific questions guide dialogue to move decisions forward Decisions are made with input from those most affected Rationale is provided for all key decisions People with no expertise running the organization Individual dissent derails decisions Endless discussion and debate Everyone has input on absolutely everything Input disappears into the corner office Courtesy of Carpenter Smith Consulting

23 Department Chairs New Paradigm Coveted job Protected time Compensation based on clinical production + 10% Education, training, support Actively stepping into their leadership - Influencing their world and being influenced by it

24 Success Indicators Return on investment Provider satisfaction

25 Return On Investment # Dept Chairs Dept Chair Compensation 261, , ,388 Provider FTE wrvus 1,038,340 1,157,395 1,241,920 wrvus / FTE 5,222 5,308 5,570

26 Provider Satisfaction Improvement Map 2011

27 Provider Satisfaction Improvement Map 2013

28 Provider Satisfaction Improvement Map 2014

29 The best way to predict the future is to create it. - Peter Drucker

30 Questions? Thank you and please feel free to contact me for additional information