EVIDENCE BASED PRACTICES II  ::

How Evidence Based Business Practices and Leadership Create High Performance Cultures:

Part II Ė Further Diagnosis and Prescription

Brief recap from last monthís article:

  • The rate of change is outpacing the rate of adaptation for most healthcare organizations in the US
  • As goes the leadership talent of the front line manager, so goes the performance within that department by any measure
  • The overall goal is to improve performance one department at a time through effective appointment and business practices. To accomplish that goal, you need to match the most effective leadership talent available with the demands of the department or position, i.e. place the right people at the right roles.
  • To make the initial diagnosis, we use data from an organizationís existing employee survey to create a Performance Management Eye Chart

The Performance Management Eye Chart (bottom-up assessment) will pinpoint who among the front-line managers of a healthcare organization is performing exceptionally and who is not. Furthermore, it will show how front-line leaders compare to one another, their healthcare peers, and national benchmarks.

Having taken the employeesí view of their managers and having compared that to national benchmarks, the next step to determine how the executives view their managers. Whereas the Performance Management Eye Chart measures the performance of managers as perceived by their staff, the Talent Management Eye Chart measures the talent of managers as perceived by their superiors.

Once all the data is collected and analyzed, a Leadership Decision-Tree Roadmap is created. This Roadmap is essentially a predictive index that shows you:

  • The odds of success of a particular department in relation to a managerís performance, talent, and the departmentís Degree of Difficulty (DoD).
  • The specific prescriptions for improving the performance of each manage

Again, the goal is to achieve the best alignment and probability of success by matching the most effective leadership talent available with the demands of the position (AKA appointing the right people in the right roles). Since there is so much at stake, we believe that department leaders should not be selected on the basis of tenure or potential but rather on the basis of demonstrated leadership capability. Specific prescriptions include:

  • Consider customized coaching and professional development
  • Remove obstacles and barriers within managerís control
  • Remove obstacles and barriers without managerís control
  • Consider a less complex assignment or department
  • The performance of front-line managers highly correlates to employee satisfaction, patient satisfaction, the net operating margin and other performance measures. With so much at stake, it is imperative to find out which departments are underperforming and take the appropriate corrective actions.

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