Straight A Leadership: Alignment, Action and Accountability
Speaker: Bob Murphy
Friday, Sept. 19 2014
8:30 – 9:30 a.m.
Bob Murphy
Bob Murphy is a well-known leader, executive coach, and international health care presenter from Studer Group. Bob has more than 30 years’ experience in health care. His experience includes work as an EMT, phlebotomist, nursing assistant, registered nurse, department leader of emergency and trauma services, quality leader, risk manager, chief operating officer and hospital CEO. Bob is also an attorney and he is board certified in health care administration. Bob presents at conferences and seminars, works with leadership teams and coaches current and future Studer Group partners. He has spoken to tens of thousands of leaders, staff and providers from around the world. Before joining Studer Group in 2006, Bob served as the senior vice president and Administrator for a hospital in Pensacola, FL. Bob’s efforts, along with others, led this hospital to be ranked among the top 1% in patient's perception of their care for over 8 consecutive years and to be named as one of Fortune Magazine’s 100 Best Companies to Work For in America for 6 consecutive years.
Bob has served as a senior leader for two Malcolm Baldrige National Quality Award recipients: Studer Group in 2010 and Baptist Hospital, Pensacola, Florida in 2003. Bob is also a published author, having contributed chapters in the Nurse Leader Handbook: The Art and Science of Nurse Leadership. Bob has two children, Bobby, a fifteen year old, future major league ball player and Kaitlin, a ten year old, future president of the United States. Bob is a man of faith and is currently attending seminary and pursuing a degree in divinity. Bob is passionate about Studer Group's mission to make healthcare a better place to work, practice medicine and get care.
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Straight A Leadership
Bob Murphy, September 19, 2014
Alignment, Action and Accountability
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Straight A Leadership
means
Managing Change
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�Employees
�Customers (patients/ residents/covered lives/families)
�Medical staff
�Payors.
What everyone in the room has in common
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What everyone in the room has in common
What else?
Increased pressure
financially
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� Physician burnout
� Middle Manager Disconnect
What are the biggest challenges now that will increase?
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What is the biggest gap in Leadership?
Leading
Change
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Creative Tension
Current Level of
Performance
Desired Level of
Performance
Creative
Tension
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Leadership Discomfort
Leading Change means
creating discomfort with
others.
However, we must first be
comfortable with discomfort
ourselves.
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Leading Change
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“People wish to be settled;
but only as far
as they are unsettled,
is there any hope for them.”
—Ralph Waldo Emerson
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�Episodic to Continuous Change
�Operational Framework
�Managing Individual and Change
�Managing Organizations and Change
Leading Change
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Three part framework for change:
Source: Heath and Heath 2010
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�Ambiguity is the enemy of change.
� Look for bright spots. Start small. Little change can have large impact.
�Show clear path remove the fog to direct the rider.
1. Direct the Rider
Source: Heath and Heath 2010
Tools and Techniques
� Operational Dashboard
� Leadership Evaluation Manager
� 90-Day Plan
� Employee Forums / Town Hall meetings
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� Respond to felt need. It is the felt need of the person that matters. Find the what.
� Speak to the emotion not the information.
� It is a long game -- not the intervention but the identity. A series of interventions moves it identity. How people see self, organization, entity.
2. Motivate the Elephant
Source: Heath and Heath 2010
Tools and Techniques
� Employee Engagement Survey
� Physician EngagementSurvey
� Leadership Skill Development
� Employee Forum
� Supervisory Sessions
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�When the path changes, people change.
� Tweak the environment to make change easier.
3. Shape the Path
Tools and Techniques
� Leadership Evaluation
� 90-Day Plan
� Standards of Behavior
� Process Improvement
Source: Heath and Heath 2010
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Phases of Competency and ChangeIndividual
Unconsciously
unskilled Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
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Phases of Competency and ChangeIndividual
Unconsciously unskilled
Consciously
unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
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Phases of Competency and ChangeIndividual
Consciously
skilled
Unconsciously unskilled
Consciously unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
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Phases of Competency and ChangeIndividual
Unconsciously
skilled
Consciously skilled
Unconsciously unskilled
Consciously unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
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Phases of Competency and ChangeIndividual
Unconsciously skilled
Consciously skilled
Unconsciously unskilled
Consciously unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
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Phases of Change - Organization
PHASE 1
THE HONEYMOON
� Sense of excitement
� Right “to do” list
� Things will get better (hope)
� Quick fixes are implemented
� Skeptics
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Phases of Change - Organization
PHASE 2
REALITY SETS IN
� We/they
� Inconsistency
� Bigger than I thought
� This will impact me
� Some are getting it
� Some are not
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Phases of Change - Organization
PHASE 3
THE UNCOMFORTABLE GAP
� Performance gap is evident
� Tougher decisions must be made
� Process improvement increases
� Inconsistencies obvious
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Chuck YeagerSource: The Right Stuff Movie
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Phases of Change - Organization
PHASE 4
CONSISTENCY
� High performing results
� Everyone understands the keys to success
� Disciplined people and disciplined
processes
� Proactive leadership
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Connecting Heart and Mind
HEART MIND