Focus Management Workshop& Cocktail Reception
Strategic Planning, Organizing, Leading and Monitoring
Management Model An Interactive Workshop
4th Annual Focus Manager’s – Mini ConferenceDay of the Week, May 7, 2017 2:00 pm – 5:30 pm
Darnetta Clinkscale, MBA, RRTSt. Louis, Missouri
Focus Management Workshop& Cocktail Reception
Strategic Planning, Organizing, Leading and Monitoring
Management Model An Interactive Workshop
6TH Annual Focus Manager’s – Mini ConferenceSunday, May 7, 2017 2:00 pm - 5:30 pm
Darnetta Clinkscale, MBA, RRTSt. Louis, Missouri
Including
138 RRTs
2015 – BY THE NUMBERS
ObjectivesThe learner will be able to:
Utilize a simple framework to build departmental plans
that support the organization’s
vision and priorities
Identify the key components of
delegation, setting expectations,
measuring performance and
holding people accountable
Choose at least one of several
monitoring tools to track
departmental successes
Differentiate between
management and leadership
skills
Have fun
in the
workshop!
Why Plan?
6
Alice: Which way should I go?
Cheshire Cat: That depends on where you are going.
Alice: I don’t know where I am going.
Cheshire Cat: Then it doesn’t matter which way you go!!
The Plan
• In the beginning was the Plan
• And then came the assumptions
• And the assumptions were without form
• And the plan was completely without substance.
• And the darkness was upon the face of the workers
7
Strategic Planning is Not:
A SIMPLE APPLICATION OF QUANTITATIVE TECHNIQUES TO
BUSINESS PLANNING
8
FORECASTING
FORECASTING
• …..concerned with making decisions today that will affect the organization (product line) and its future.
• …..a process that helps managers access the risks they must take by gaining a better understanding of the parameters involved in their decisions.
Strategic Planning IS:
10
Management Skills Pyramid
SUCCESS
IMPROVE SELF
DEVELOP STAFF
GET IT DONE!
LEADERSHIP
TIME MANAGEMENT
MOTIVATION INVOLVEMENT
PLAN
SELFMANAGEMENT
TRAINING&
COACHING
CONTROLDIRECT
PLAN
ORGANIZE
Vision:
• Outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealized" view of the world).
• Is a long-term view - concentrates on the future.
• Can be emotive - is a source of inspiration. 11
Plan
Mission:
• Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision.
12
Plan
Values:
• Beliefs that are shared among the stakeholders of an organization.
• Drives an organization's culture, priorities and provides a framework in which decisions are made.
13
Plan
Strategy:
• Narrowly defined, means "the art of the general".- a combination of the ends (goals) for which the origination is striving and the means (policies) by which it is seeking to get there.
Is sometimes called a roadmap -which is the path chosen to plow towards the end vision.
14
Plan
Hoshin planning systematizes strategic planning. To be truly effective, it must also be cross-functional, promoting cooperation along the value stream, within and between business functions.
15
Plan
Hoshin planning is a seven-step process, in which you perform the following management tasks:
1. Identify the key business issues facing the organization.
2. Establish measurable business objectives that address these issues.
3. Define the overall vision and goals.
4. Develop supporting strategies for pursuing the goals. In the Lean organization, this strategy includes the use of Lean methods and techniques.
5. Determine the tactics and objectives that facilitate each strategy.
6. Implement performance measures for every business process.
7. Measure business fundamentals.
Plan
Hoshin Planning Process - Step 1
Identify the key business issues facing the organization.
17
Hoshin Planning Process - Step 2
Establish measurable business objectives that address these
issues.
18
Hoshin Planning ProcessStep 3
Define the overall vision
and goals.
19
Hoshin Planning ProcessStep 4
Develop supporting strategies for pursuing the goals.
In the Lean organization, this strategy includes the use of
Lean methods and techniques.
20
Hoshin Planning Process - Step 5
Determine the tactics and objectives that facilitate each
strategy.
21
Hoshin Planning Process - Step 6
Implement performance measures for every business
process.
22
Hoshin Planning Process - Step 7
Measure business fundamentals
23
24
25
Goal 2014 Target 2012 Strategies
Safety
UHC Quality & Accountability:
Top 10
Avoid all preventable harm
Partner with physicians to reduce mortality
Quality
Improve and implement standardized clinical workflows
Support continuum of care initiatives
Improve patient access and flow
Service Overall Satisfaction: Top Decile
Internalize ICARE values to drive service excellence behaviors
Accelerate improvement of overall patient satisfaction levels
People Employee Engagement: 85
Develop, retain & recruit the most talented people
Create culture of diversity & inclusion
Proliferate and mature Lean management model
InnovationAdjusted Patient Days:
Multi-Year Model Level
Develop & strengthen clinical programs
Transform facilities through Master Facility Plan deployment
FinancesOperating Margin: 4%
Supply Expense/Net Revenue: 19%
Lower supply expense growth to less than revenue growth
Ensure efficient, productive use of resources
Effectively provide, measure & communicate community
benefit
Implement world-class systems and processes
26
RESPIRATORY CARE SERVICES – STRATEGIC PRIORITIES
What we doWhat we measureWhat we improveProjects, Events,
“Just Do It’s”, etc
Mother Strategies
Hoshin -
-
- -
-
-
-
- -
1. The Big Picture
Patient feedback
ACA, JC, UHC & other
Regulations
Our Team ideals,
plans, etc.Hospital
direction & priorities
The Hoshin - Key Concept We are Pursuing
• Must be meaningful ‘from the gut’
Give Team members (Patients)
what they need,
when they need it
HOSHIN
Mantra
WAR CRY
MOTTO
MOTTO
MANTRA
Mother
Strategies
• Key dimensions to improve
– Per BJH Strategic Framework 2014
– Main goals, Projects MUST branch from them
• For max focus, we work on three vitals:
– Quality-Safety
– People
– Finance
1. ‘Big Picture’ Structure Elements
Give Team members and patients what they need
QUALITY-SAFETY* Do basics right* ↓ readmissions
RCS: Implement best practices
Pulm: 100% Pts demo basic Disease Mgmt skills
Rehab: 80% of Patients meet their Therapy Goals
PEOPLE
* ↑ development
* ↑ communication
Director: Daily rounds
Rehab, RCS: ↑ 200% in Development
RCS: Understand,↓ causes of OT
FINANCE* ↓ unit cost
All Depts: unit cost by 1-5%
Pulm: ↓ avoidable non-reimbursed care
The ‘Real’ Structure Elements
How Projects Relate
• System approach
• Promotes ‘seeing the forest, seeing
the trees’
• Everyone knows how they
support
• Improved accountability
2. Strategic Projects
• LESS projects –ALL strategic
MORE meaning, MORE depth
MORE time, resources, support
MORE visibility & authority
MORE tracking & accountability
• Projects “build on” each other towards
Hoshin
2. Proposed Process
1. Set up Balanced Scorecard, Dashboard, Projects
2. Lay out overall Project at start
3. Set “Tollgate Reviews” at specific phases
a) What main actions & documents close all loops?
b) Milestone to assess progress & next steps
4. Weekly check-plan work sessions
5. Monthly metric-project checks
Team roles
• Project Owner:
– Role: Lead Team to get it done
• Manager:
– Role: Sponsor, enable, support, uphold
• Director:
– Role: Point direction
• Process Owner:
– Role: Care for the baby
• Mentor:
– Role: Tech support
The Key Work Principles
• Every person, every time:
1. Sane
commitment
2. Deep
Understanding
3. Scientific
Thinking
4. Flawless
Execution
• Hold each other
accountable: Open Door
Project Non-Negotiables: Dashboard
Project Non-Negotiables: Charter
• Outlines the basics of the Project –from what, to
what, why, who, how will we know, when
Project non-negotiables: Project graphs
• Leading Metrics & Lagging metrics
• Again, LESS and MORE
0
1
2
3
4
5
Q1 Q2 Q3 Q4
Performance
2.25
3.25
4.25
Q1 Q2 Q3 Q4
Performance
0
1
2
3
4
5
Q1 Q2 Q3 Q4
Performance
0
2
4
6
8
10
Q1 Q2 Q3 Q4
Performance vs. goal
Examples of Project Graphs
Lagging (outcome) Leading (process, behavior)
0
1000
1 2 3 4 5 6 7 8 9 10 11 12
NCTM's: Workload analyzed & reassigned to
support direct Patient Care
Total hrs Hrs analyzed
0
2
4
NCTM Leading metric 1: Jobs analyzed per week
NCTM-equivalent analyzed
Goal NCTM's analyzed
0
20
40
7-Apr 7-May 7-Jun 7-Jul 7-Aug 7-Sep 7-Oct 7-Nov 7-Dec
NCTM Leading metric 2: Hrs/wk transferred from non-clinical work to direct Patient care
support per week
Goal NCTM's analyzed Hrs/wk released
Goal hrs released
Project non-negotiables: Timeline• Links tasks to dates –then monitors through closure
– What did we do? What came out? What’s next?
Project Non-Negotiables: Tollgates
• Based on PDCA
• Project Owner, Manager agree
how to execute
• Team supports execution
• Check work done
with Director, Mentor @ end of
phase
3. Accountability:
Structure & Tools (Projects)
Weekly Project Check & Plan
•WHY: Assess & plan weekly progress vs. plan; keep focus & accountability
•WHO: Project Owner, Manager [Mentor, guests]
•WHAT: 1:1, 30 min/ea
•HOW: Review previous week plan & actions; assess impact on goals & learning; plan for next week’s work
Monthly Dept. Check
•WHY: Ensure progress per plan; assess impact
•WHO: Director, Manager, all Project Owners [Mentor]
•WHAT: Review-update all projects <15 min/ea
•WHAT: Review and update timeline; capture actions & needs so far; translate impact into VS Plan
Quarterly Strategy Check
•WHY: Big-picture reflection, prioritize action
•WHO: Director, Managers, Mentor
•WHAT: Check-adjust progress vs. plan, <10 min/project
•HOW: Present VS plan, timeline & scoreboard; assess progress, adjust actions for next quarter
References and supporting documents:• Roles and responsibilities• Agenda/checklist guideline for each meeting• Essential Project documents
4. The Discipline
• “Thou shall learn to collect AND use data”
• Leaders:
– Don’t miss the MDI Walk unless you are off-site
– Will train in Leadership & Lean
• Will complete a project
• Will continue to use your learning
• Right process will yield the right results: Build
reliability in your process
• Trust the process
Discipline: Foundation
• Team trained :
– Everyone: Leadership Development &
Beyond (CLL), Situational Leadership,
Appreciative Inquiry, ...
– 5 Yellow Belts (2006-2009)
– 3 Team members trained in Black Belt
– 11 Graduated Lean Facilitators,
3 more by Jul 2014; 8 planned
– Documents, tools, references
• Using Lean & ProbSolv “daily”
Discipline: MDI
• “Measure what you treasure”
– REAL issues, goals; seek what matters
– Celebrate gains & evolve
• Beyond the board: Go for ‘Deep Understanding’
– Weekly meetings: mandatory
– Actively search for trends & actions
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2012 2013
89%
91%
93%
95%
97%
99%
RCS: KBMA compliance vs. Goal Jan 2012 - Jul 2013
5. Progress and Future
• All projects started: Project
Owner developed Charter,
Timeline & Graphs
• Key documents in safe, official
location
• Following structure for
accountability
Break out into small groups for interactive activities using the skills presented in this section!
48
Plan
• Organizing can be viewed as the activities to collect and configure resources in order to implement plans in a highly effective and efficient fashion.
• Organizing is a broad set of activities, and often considered one of the major functions of management.
49
Organize
• Organization Chart
• Task and Job Analysis
• Job Description
• Employee Performance Planning (the overall process ensures ongoing, effective organizing)
• Time Management
50
Organize
Organization Charts as a Management Tool
Craft an Org Chart that reflects where you want the organization to go, rather than simply reflects how it is now. If you want a flat, horizontal organization, draw the Org Chart that way.
51
Organize
52
Organize
Respiratory Shared Governance Structure
SharedGovernance
Council
Documentation
PerformanceImprovement
Protocols &Research
Policies &Procedures
Reward &Recognition
UPC
Health &Career Fairs
OrganizationalCommittees
Break out into small groups
for interactive activities using the skills presented in this section!
Organize
• Directing is the action step.
• You have planned and organized the work.
• Now you have to direct your team to get the work done.
• Start by making sure the goal is clear to everyone on the team.
• Do they all know what the goal is?
• Do they all know what their role is in getting the team to the goal?
• Do they have everything they need (resources, authority, time, etc.) to do their part? 55
Direct
• Direct
• Now flip the "ON" switch.
• Execute!!!
56
Direct
Leadership StylesIs the manner and approach of providing direction, implementing plans, and Motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study was very influential
and established three major leadership styles.
(U.S. Army Handbook, 1973):
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign
57
Direct
58
Direct
“If you want it done
right, do it yourself!”
MYTH BREAKER
DELEGATION
What is delegation?
To “Delegate” means to entrust or transfer the responsibility
and/or authority to complete a task or project to someone
else.
What is delegation?
Three Ways to Delegate…
• By task (i.e., writing a report, coordinating a changeover, researching a patient complaint)
• By function (a group of tasks related to one particular activity, such as inventory and ordering, safety training, scheduling)
• By goal (various tasks necessary to fulfill a particular objective, such as improving productivity or developing a new patient program.
EFFECTIVE DELEGATION OBJECTIVES
If used effectively, delegation can be a useful tool for efficiency, training, coaching, and empowering employees (development).
Successful delegation requires:
thorough planning
clear communication
consistent follow-up, and
feedback
THREE COMPONENTS OF DELEGATION
Authority
The level of autonomy or power relative to the work/task you decide to assign: determining how the work/task will be done, making decisions, calling meetings, collecting information, contacting people, spending money.
THREE COMPONENTS OF DELEGATION
Responsibility
Any or all of the actual work or tasks you decide to have the person(s) perform.
THREE COMPONENTS OF DELEGATION
FOR TRUE DELEGATION SUCCESS
• You CAN delegate responsibility and authority
• You CANNOT delegate accountability, but you can share it.
Why You Should DelegateDelegation is an essential part of being a leader.
Benefits for You
Save Time
Achieve More
Increase Your Value
Benefits for Your Team Members
Efficiency
Flexibility
Teamwork
Balanced Workloads
Aid Communication
Retain Good Team Members
What To DelegateSuccessful delegation relies, in part, on choosing the right tasks to
delegate
What You Should Delegate
Routine Tasks
Interesting Tasks
Tasks Others Could Do Better
Tasks Others Might Enjoy
Tasks Good for Development
Whole Tasks
Time-Consuming Tasks
Task for Which You are Not Responsible
What You Should Not Delegate
Boring Tasks
Crises
Ill-Defined Tasks
Confidential Matters
Praise or Reprimand
Planning the Development of Your Team
Tasks for Which You Are Responsible
Group Exercise
(Barriers)
Why People Don’t Delegate
Barriers to Delegation:
Barriers from You
Not Enough Time
Losing Control
Not Getting Credit
You Can Do it Better
Delegate out of a Job
No Confidence in Team Members (Selflessness)
Barriers from Your Team Members
Not enough time
Not Enough Experience
Fear of Failure
Not Their Responsibility
Fear of Being a Scapegoat
Reactions from Other Team Members
TO DELEGATE, OR NOT TO DELEGATE…
General Benefits of Delegating
• Frees manager’s time for other things
• Involves, develops, and empowers employees
• Helps build employee interest and teamwork
• Can produce better results or products faster
TO DELEGATE, OR NOT TO DELEGATE…
Reasons We Don’t Delegate
• Concern about losing control/authority
• Hesitant or unwilling to take risks
• Enjoy doing tasks which should be delegated
• Not having or taking the time to delegate
TO DELEGATE, OR NOT TO DELEGATE…
Reasons We Don’t Delegate (cont’d.)
• It will get done better/faster if you do it
• Insist on specific method/level of perfection
• There’s no one to delegate the work to
• Concern about overloading employees
TO DELEGATE, OR NOT TO DELEGATE…
Reasons We Don’t Delegate (cont’d.)
• Things that keep us from delegating are often perceptual
• If they seem real then they are to you
• “Perception is reality”; however they may keep you from meeting your delegation goals!
• To overcome these barriers, you must first know what they are!
TO WHOM SHOULD YOU DELEGATE?
TO DELEGATE, OR NOT TO DELEGATE…
Reasons We Delegate to a Specific Employee
• Learn or improve a specific skill/ability
• Utilize his/her special expertise or skills
• Challenge or motivate the employee
• To reward positive performance
• Develop or prepare for a future position
Components of Effective Delegation
• What additional information or training will they need and what resources are available?
• What are your expectations for staying informed?
• How will you provide feedback during and after delegation?
Levels of Delegation Autonomy
DO IT THIS WAY
TALK TO ME BEFORE
MAKING ANY CHANGES
KEEP ME INFORMED ALONG THE
WAY
LET ME KNOW HOW
IT WENT
Complete the task/assignment
as directed
Complete the task assignment. If you run into any issues or think changes should be made, take the initiative to gather relevant information and
bring your recommendations
to me.
Complete the task assignment and
handle all related issues or decisions. Keep me informed
of your progress and the actions and the actions you are
taking.
Complete the task/assignment
and handle all related issues or
decisions. Update me upon
completion.
1 2 3 4
The Process of Delegation
Preparation
1. Make a list of Tasks and Teammates
2. Define Your Outcomes
3. Know Supplies, Resources and Authority Required
4. Anticipate Questions
The Process of Delegation
Choose a Task
1. Deadlines Required
2. Quality of Work Needed
3. Development Opportunities
The Process of Delegation
Choose a Team Member
1. Skills
2. Development
The Process of Delegation
Delegate
1. Schedule a Meeting
2. Explain the Importance
3. State Desired Results
4. Give Clear Instructions
5. Involve the Team Member
6. Explain What; Not How
The Process of Delegation (Cont’d.)
Delegate (Cont’d.)
7. Assign Accountability
8. Check Progress
9. Collaborate on a Deadline
10. Get a Commitment
11. Let Go!
The Process of Delegation (Cont’d.)
Follow-Up at Meetings
1. Support
2. Encourage
3. Modification
When There Are Problems
1. Get a Summary
2. Get a Solution
3. Wait
4. Delegate Corrective Action
5. Guard Against ‘Reverse Delegation’
Evaluation
1. Constructive Criticism
2. Criticize the Actions, Not the Person
3. Give Credit When It’s Due
In Summary: COMPONENTS OF EFFECTIVE DELEGATION
• What does successful completion look like?
• Why are you delegating to them?
• What is the expected timeframe for completion?
• What are the parameters for decision making, level of authority, responsibility and accountability?
Famous DELEGATION Quotes
• “If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.” John C. Maxwell
• “If you delegate tasks, you create followers. If you delegate authority, you create leaders.” Craig Groeschel
• “Delegating work works, provided the one delegating works, too.” Robert Half
• “Few things help an individual more than to place responsibility upon him, and to let him know that you trust him.” Booker T. Washington
• “No one will ever be a great leader who does not take genuine joy in the success of those who follow him.” IllusionFactory.com
• “You can do anything, but not everything.” David Allen
ABOUT DELEGATION…..
Fact or Myth:
“If you want it done right, do it yourself”!
Busted Confirmed Plausible
Acknowledgements
• BJC Preparing New Leaders
• Parks Scholarship: North Carolina University
• MDC’s life experiences
Break out into small groups
for interactive activities using the skills presented
in this section!
Direct
Problem Solving
There are seven basics steps to problem solving:
1. Identify the problem
2. Gather information
3. Develop courses of action
4. Analyze and compare courses of action
5. Make a decision
6. Make a plan
7. Implement the plan
(Butler, Gillian, Hope, 1996)94
Control
95
• Plan– Understand the problem; identify root cause
– Plan changes
• Do– Implement changes
• Check– Monitor changes
– Follow up
• Act– Adjust
– Celebrate and reward success
PDCA Cycle
96
Control
Review of several
Monitoring tools
97
Control
Monitor
• Now that you have everything moving, you have to keep an eye on things.
• Make sure everything is going according to the plan.
98
Control
This is an ongoing process.
When something is out of sync, you need to
• Adjust to keep the Plan on tract.
• Organize the resources to make it work,
• Direct the people who will make it happen,
• Continue to Monitor the effect of the change.
Control
100
Break out into small groups
for interactive activities using the skills presented
in this section!
Control
NOW
