Objectives Discuss a framework for organizational maturation Differentiate between management and leadership development Outline one approach to each focus of development Discuss challenges and next steps ID: 781679
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Slide1
Leadership Team Development
Slide2Objectives
Discuss a framework for organizational maturation
Differentiate between management and leadership development
Outline one approach to each focus of development
Discuss challenges and next steps
Slide3Access Community Health Centers
Federally Qualified Community Health Center in 2002
In operation since 1982
Five
clinics in
south central Wisconsin
Primary care medical, dental, behavioral health and pharmacy services
Over
26,000 patients
and 120,000 visits
Two sites are level 3 PCMH accredited by NCQA; third to be submitted in Fall 2014
EMR hosted by UW Health platform
Slide4Organizational
Life Cycle
Slide5Organizational Life Cycle Stages
Adapted from Forward Community Investments
Idea/ Invention
Start-up
Adolescent
Mature
Program
Programs emerge
in response to community need
Programs become formalized
Initial
programs become well-established and new programs emerge
Rudimentary measurements used to evaluate outcomes
Programs are well-established
Greater reliance
on strategic planning
Metrics and internal structure in place to measure outcomes
Slide6Organizational Life Cycle Stages
Credit Forward Community Investments
Idea/ Invention
Start-up
Adolescent
Mature
Management
Visionary leadership
High energy
Executive Director is
sole or primary decision-maker
Executive Director heavily involved in design and delivery of programs
Little hierarchy
Strategic division of labor begins
Executive Director role become more specialized
Shared
decision- making with a small trusted group
Executive Director less accessible to staff
Delegation of authority
and clear accountability
Management and decision-making structure emerges
Need for succession plan emerges
Slide7Organizational Life Cycle Stages
Credit Forward Community Investments
Idea/ Invention
Start-up
Adolescent
Mature
Staff
Volunteer-driven or Executive Director is sole staff person
Very small and enthusiastic staff
Sense of “family” exists
Administrative
functions outsourced
Administrative staff are hired and more
functions pulled in-house
Roles begin to be more defined and formalized
Management role emerges
Greater
need for professional development, including managers
May be a need for salary review and comparison
Greater diversity in staffing
Slide8Organizational Life Cycle Stages
Credit Forward Community Investments
Idea/ Invention
Start-up
Adolescent
Mature
Governance
Board has strong
emotional connection to mission
Board often hand-picked by founder
Board
is involved in day-to-day operations
Board operates informally
Board is small, homogeneous and collegial
Expansion and diversification of board membership begins
Role becomes
more tactical and strategic
Growth and emphasis on the need for formalized board development
Board relationships and functions more
formal
Board is focused on organizational sustainability
Board accountability and annual assessment initiated
Slide9Access Leadership Structure
Slide10Access Leadership Groups
Officers
Program Directors
Site Directors and Managers
Coordinators
Slide11Management Skills Development
Slide12History
2011
New Hire, Exit and Employee Satisfaction Surveys all indicated that management training is priority need at Access
HR Director formed a committee of Directors and Managers to explore management training needs
Surveyed Leadership/Management staff to determine needs
Developed Leadership Development Training Meeting
Officers to Coordinators are expected to attend
Meets once per month for one hour
Goal is to present management training and information that is utilized on a daily basis
Expectation is that attendees will share relevant information with their staff
Focus is management-based training and information
Slide13History
2013
The Director group assumed responsibility for developing topics for meeting
2014
First meeting of the year was focused on determining what topics attendees most wanted
Most requested training was “soft skills” - How to deal with conflict
Led to entire group participating in 1.5 days of conflict resolution training
Led to having a 10 minute update each meeting from a site or a program
Slide14Topics
Examples of Topics:
Quality Improvement
Incident Reporting
HIPAA
Revenue Cycle
Emergency Preparedness
Mission and Values
AA/EEO and Employee Recruitment
Sexual Harassment
Behavioral Health Model of Care
Effective Meetings
Children and Poverty
Slide15Topics Continued……
Organizing desktop and files
Crisis Communication
How Access is funded
FMLA
Diversity/Inclusivity
Affordable Care Act
Review of New Policies and Procedure
Pharmacy and Lab Changes
Internal Communications
Risk Management
Bullying in the Workplace
Slide16Presenters
Primary presentation is often done by an Access staff member, but have also utilized outside speakers.
Outside speakers have been from UW; EAP provider; insurance providers, organization’s attorney. All have been happy to do these presentations free of charge.
Slide17Future
Started out begging for topics and presenters. Now we have a wait list!
Implementing teleconferencing for this meeting
38 staff members are invited to this meeting
Average attendance of 30
Slide18Management Training
2013
Implemented Monthly Management Training sessions for all staff who manage/supervise employees
New Managers are scheduled to attend
All Other Managers are invited to attend
Attendance is generally 10 to 15 people
Rotate topics
Slide19Management Training Topics
Employee Handbook viewed in the eyes of a Manager
HR Data & Statistics
Credentialing
Time sheets
Employee Relations & Positive Management Traits
Performance Management: Coaching, Counseling and Progressive Discipline
Recruitment Process and Effective Interviewing
FMLA
ADP and Access Now
Accounting – Budgeting and Invoices
Community Resources
Slide20Management Training Topics Cont.
Communications & Development (A history of Access, grants and funding)
Access Finances: how does the Revenue Cycle work?
HIPAA & Confidentiality
Incident Reports & Workers Compensation
Quality Improvement
Slide21Leadership Skills Development
Slide22Focus Areas
Financial M
anagement
Interpersonal
Skills
Process
Improvement
and
Project Management Tools
Brand
Management
Slide23Financial Management
Revenue Cycle-resources from STAR and UW Health
Clinician and Staff
Charge Capture and
Documentation
Slide24Financial Management
Alignment of Budgeting Process with Strategic Planning Process
Resource decisions based on strategic goals and objectives
Future Ideas/Thoughts/Plans
Work with STAR initiative on training for leadership team
Slide25Interpersonal Skills
Outside Consultant
Creating
an
Inclusive Organization
How
your life experiences and assumptions affect your understanding of and
actions
toward inclusivity
How
oppression operates on individual and institutional levels and how you may unintentionally exclude people
Your
privileges and how to use them with integrity to enhance inclusivity
Differences
between nondiscriminatory and inclusive behaviors at the personal and institutional
level
Slide26Interpersonal Skills
Outside Consultant
Meeting Facilitation Skills
Use
group agreements to create inclusive meetings
Design
outcome-based agendas that get tasks accomplished
Assess
the pros/cons of different decision-making rules
Learn
a tool to clarify the degree of agreement
Use
meeting evaluations to maintain effective group
process
Slide27Interpersonal Skills
Outside Consultant
Conflict Management Skills
How
your history with conflict impacts your current responses
The
differences between win/lose and win/win responses to conflict
How
to check out assumptions before they escalate into conflict
How
to be more grounded when having challenging conversations
How
to identify and express your underlying needs
How
to use inquiry to enhance your ability to listen
Ways
to discover common ground and achieve win-win solutions
Future Ideas/Thoughts/Plans
Bring back meeting facilitation skills post process improvement and project management training
Slide28Process Improvement
How do we become better at everything we do?
Common language and tools for process improvement work
Decision to focus on Lean
Slide29Process Improvement
Lean Training
Quality Director and Chief Medical Officer both Six
Sigma Yellow Belt
certified through UW Madison School of Business Center for Professional and Executive Development
Slide30Process Improvement
Lean Training
Lean training for leadership team through the STAR Initiative and Kay Brewer
The STAR Initiative and Intro to
Kaizen
What is A3
?
Business
Case—Observation and process
mapping
Current
State—Root Cause Analysis
Identify future
state—Process mapping and counter
measures
Rules in use
Implementation
plan—Visual management, team leaders, measures and data
Slide31Process Improvement
Lean Training
Future Ideas/Thoughts/Plans
ThedaCare
Center
for Healthcare
Value—Creating a
Lean Culture
Articulate
what culture is, how it evolves over time, and how it
changes
Understand
how culture manifests itself in an
organization
Develop
an understanding of current cultural attributes in their
organization
and implications for
change
Create
an individualized draft plan for cultural change in their organization using lean
tools
Slide32Project Management
How do we become better at everything we do?
Common language and tools for project management work
Compliments use of Lean tools
Slide33Project Management
Project management training for key staff members through UW
Madison School of Business Center for Professional and Executive
Development
Future Ideas/Thoughts/Plans
High level project management training for extended leadership team
Slide34Brand Management
As leaders, everyone is responsible for the reputation of the organization
Crisis management and communication plan
Training through outside consultant
Extended leadership team training on how
to execute the
plan
Key leaders received media training
Front line staff listening sessions
Slide35Brand Management
Future Ideas/Thoughts/Plans
The plan is updated semi-annually:
Update names, numbers, email
addresses and
media contacts
Annual “binocular session” is held with Strategic Leadership Team
Distribute updated memory sticks to full management team
Annual
training is offered:
Conduct media training for
key leadership team members
Implementation
training and listening sessions for front-line staff
Slide36Challenges/Next
Areas of Focus
Slide37Future
Further penetration of skills across the organization
More staff
engagement