Developing Healthcare Leaders: Leadership Development in Volatile Times

Jim Smalley, Director, Organizational Development, Texas Children’s Hospital

Transcript

1. How do We Develop Leaders for a VUCA World? “The Catalyst Leadership University” January 2018
2. Catalyst Leadership University – Opportunity Meets Challenge 2 Background Leadership always influences and determines outcomes, not some of the time, but all of the time. This maxim has guided Mark Wallace’s 25-year career at Texas Children’s Hospital and he has epitomized the definition of leadership through his exemplary contributions to our institution. “To honor his legacy of leadership and his commitment to developing the next generation of healthcare leaders, the Mark A. Wallace Catalyst Leadership University at Texas Children’s Hospital will be established.” – Board of Trustees
3. 3 What Others are Doing – Benchmarks of Organizational Learning
4. 4 Operational Excellence Leadership Strategy Training Center Leadership Accelerator Strategy Platform Air Liquide GE Uniliver McDonald’s Strategic Role Target Audience Content Focus Lafarge Learning Network Veolia Bertelsmann Deloitte Southwest ArcelorMittal Lufthansa Senior Executives Top Management Top Talent Leaders All Employees Credit Suisse Novartis AXA Infosys Activity Scope What are the four main roles of Corporate Universities1?
5. 5 What Should We Be Doing – For Today and Tomorrow
6. Texas Children’s Balanced Strategic Imperative Scorecard Experience Innovation Optimization Outcomes Outcomes Deliver people-centered outcomes, ensuring the highest level of quality and safety for patients, providers & employees. Serve as effective stewards who optimize resources and reinvest in our mission and our people. Optimization Harness innovation to reshape and transform healthcare. Innovation Provide an exceptional experience of care for all people – including patients, families, employees and physicians. Experience 6
7. “ Source: Surdack, C. (Winter 2015). Shields, Spears, Digital Tattoos and Bionics: 6 Healthcare Disruptions for 2020. HP Matter: The Healthcare Issue. Retrieved from https://ssl.www8.hp.com/hpmatter/issue-no-3-winter-2015/shields-spears-digital-tattoos-and-bionics-6-healthcare-disruptions-2020?jumpid=sc_s5pci6bdmf Success in a Changing Environment 7 Must build innovative leaders for today’s reality and tomorrow’s possibilities… • Volatility, uncertainty, complexity, and ambiguity inherent in today’s business world is the “new normal” • It is profoundly changing how organizations do business and how business leaders lead • The skills and abilities leaders once needed to help their organizations thrive are no longer sufficient
8. + Focus is on the Individual’s Development (Executive Assessments) + Learning Paths for All, Focused on People Leadership, Outcomes, Experience, Innovation and Optimization Part 1: Foundational, Focused on Current Needs 2 2 04 1 Developing HC Leaders for the Future Two-tiered Approach + All leaders experience immersive, experiential learning together so that Leaders-as-Team build skills + Talent Acceleration Pools join Execs, Directors and Physician Leaders Part 2: Foresight, Focused on Future State Individual Development Development of Leaders-as-Team
9. 9 OUTCOMES PATH Learning that supports… Ensuring the highest level of quality and safety OPTIMIZATION PATH Learning that supports… Serving as effective stewards who optimize resources and reinvest in our mission and our people. EXPERIENCE PATH Learning that supports… Providing exceptional experiences of care for all people INNOVATION PATH Learning that supports… Harnessing innovation to reshape and transform healthcare
10. Part 1 - Development Paths for all types of leadership 10 CORE OUTCOMES EXPERIENCE INNOVATION OPTIMIZATION Leading Self 101 101 101 101 101 Leading Others 201 201 201 201 201 Leading Leaders 301 301 301 301 301 Leading Organizations 401 401 401 401 401
11. Paths can be customized to the learners needs 11 CORE OUTCOMES EXPERIENCE INNOVATION OPTIMIZATION Leading Self 101 101 101 101 101 Leading Others 201 201 201 201 201 Leading Leaders 301 301 301 301 301 Leading Organizations 401 401 401 401 401
12. + Focus is on the Individual’s Development (Executive Assessments) + Learning Paths for All, Focused on People Leadership, Outcomes, Experience, Innovation and Optimization Part 1: Foundational, Focused on Current Needs 2 2 04 1 Developing HC Leaders for the Future Two-tiered Approach + All leaders experience immersive, experiential learning together so that Leaders-as-Team build skills + Talent Acceleration Pools join Execs, Directors and Physician Leaders Part 2: Foresight, Focused on Future State Individual Development Development of Leaders-as-Team
13. 13 Part 2 – Leaders-as-Team in Creating the Future “The future is already here — it's just not very evenly distributed.” ~ Wm. Gibson
14. “IFTF is an independent, non-profit research organization with a more than 45-year track record of helping all kinds of organizations make the futures they want. Our core research staff and creative design studio work together to provide practical foresight for a world undergoing rapid change.” Palo Alto, CA 14
15. The Challenge - Leaders Must Navigate the Unpredictable Future V - Volatility U – Uncertainty C - Complexity A – Ambiguity 15 “VUCA” coined in the late 1990’s, is a military-derived acronym that was adopted by strategic business leaders to describe the chaotic, turbulent, and rapidly changing business environment that has become the “new normal.” Leaders now face fewer problems with neat solutions, and more dilemmas: recurring, complex, messy and puzzling situations.2 “The Institute for the Future’s three-step Foresight to insight to Action Cycle provides leaders the tools to sense, make sense of, and win within the world of dilemmas and VUCA. It also provides guidance as leaders face the constant tension – a dilemma itself – between judging too soon and deciding too late.” V - Vision U – Understanding C - Clarity A – Agility 1 – U.S. Army War College 2 – The Institute for the Future, 2007
17. The Pathway - Foresight to Insight to Action Model 17 • The Institute for the Future’s Signature Methodology to Provide a Platform for Leaders to Navigate Provocative Signals from the Future • Each Phase provides Several Tools with which Leaders-in- Teams Move toward Dilemma-Flipping • Using the Process and Tools Eliminates the Serious Mistake of Treating Dilemmas as Problems
18. Multiples Group Process Tools within the F-I-A Toolkit 18 “You can’t predict the future but you can get there early!” ~ IFTF
20. 20 Beginning the Movement of The Catalyst Leadership University via Foresight- Innovation Events in 2017 Launching The Initial Leadership Event (SxSW) for Texas Children’s Leaders: • World-class Provocateur Speakers from Major Institutions who are Pioneers in HC and Arenas Impacting the Future of HC • A Facilitated Foresight-Insight-Action session for Multi-disciplinary Teams in Response to Speaker’s Insights and Signals • Leaders learn the Tools and Begin to Explore Dilemmas worth Flipping
21. 21 Provocateurs – Thinking Diffferently about The Future
22. 22 New Leadership Literacies – What Got Us Here Won’t Get You to the Next Level in the New Normal of VUCA
23. 23 Movement began January 2017, with 3rd Scheduled Session March 2018 • VUCA • Dilemma vs. Problem • FIA model and tools • 5 Leadership Literacies for a Distributed Everything • Leaders-as-Team (Team of Teams) • Exponential vs. Linear • Value of Naïveté and Rapid Prototyping
24. 24 Thank You