Resources by Chapter and Section

Straight A Leadership:
Alignment, Action, Accountability

Section 1: The Straight A Diagnosis

Chapter 1 - Alignment

• Organizational assessment and samples
• Organizational assessment - chapter 1 quiz
• Organizational assessment - role(Figure 1.1)
• Organizational assessment - top things organization does well (Figure 1.2)
• Organizational assessment - top opportunities for improvement (Figure 1.3)
• Organizational assessment - top barriers/challenges (Figure 1.4)
• Permit/Promote Exercise
• Time exercise (Figure 1.5)
• Organizational assessment - external environment past five years (Figure 1.6)
• Organizational assessment - external environment next five years (Figure 1.7)
• Organizational assessment - external environment if organization continues as it is today (Figure 1.8)
• Meeting Agenda and Templates
  • Studer Group Supervisory Model
  • Agenda Template
  • Minutes Template

Chapter 2 - Action

• Organizational assessment - leadership training (Figure 2.1)
• Senior leader skill set evaluation results
• Organizational assessment - number of employees supervised (Figure 2.2)
• Organizational assessment - performance expectation (Figure 2.3)
• Organizational assessment - disciplinary action (Figure 2.4)

Chapter 3 - Accountability

• Organizational assessment - Leadership Evaluation (Figure 3.1)
• Organization example - year one goals and results (Figure 3.2)
• Organization example - year one leader evaluation distribution (Figure 3.3)
• Organization example - year two goals and results (Figure 3.4)
• Organization example - year two leader evaluation distribution (Figure 3.5)
• What you can learn from CFOs
• Learn more about the subject of accountability

Chapter 4 - Leader Consistency and Best Practices

• Organizational assessment - consistency of leadership (Figure 4.1)
• Organizational assessment - implementation of best practices (Figure 4.2)
• Organizational assessment - patient/family perspective (Figure 4.3)
• Organizational assessment - physician perception (Figure 4.4)

Section 2: External Environment Communication Tools

Chapter 5 - Senior Leader Visibility

• Senior leader scouting report - external environment (Figure 5.1)

Chapter 6 - Tough Questions

• Tough question exercise (Figure 6.1)

Chapter 7 - The Financial Impact Grid

• Financial impact grid (Figure 7.1)

Chapter 8 - Supervisory Meeting Model

• Studer Group supervisory meeting model (Figure 8.1)

Chapter 9 - Rounding for External Environment Issues

• Leader rounding on staff log (Figure 9.1)

Chapter 11 - Employee Forums

• Sample employee forum agenda (Figure 11.1)

Chapter 12 - Communication Boards

• Communication boards - using the five pillars of excellence
• Communication boards (Figure 12.1)

Section 3: Senior Leader Toolkit

Chapter 14 - Senior Leader Toolkit

• Exercise: Formulating the organizational grade point
• Creative tension - current performance and desired performance (Figure 14.1)
• Creative tension - leader placement on the spectrum (Figure 14.2)
• Creative tension - moving behavior to meet the goal (Figure 14.3)
• What happens during creative tension? (Figure 14.4)
• Creative tension - treatment plan (Figure 14.5)
• Exercise: What's in it for me? (Figure 14.6)
• What does this mean to leaders? (Figure 14.7)
• What does this mean to employees? (Figure 14.8)
• What does this mean to physicians? (Figure 14.9)
• What does this mean to patients? (Figure 14.10)
• Studer Group five fundamentals - AIDET (Figure 14.11)
• What does this mean to board members? (Figure 14.12)
• What does this mean to the community? (Figure 14.13)
• Exercise: Always, usually, sometimes, and never

Section 4: The Basics

Chapter 15 - A Word About Consistency

• A Word about Consistency
• Pillar framework (Figure 15.1)
• Basic leadership skills - the foundation (Figure 15.2)
• Adopt leader evaluations that work
• Weighted evaluation results - ICU ventilator - associated pneumonia (Figure 15.3)
• Weighted evaluation results - ICU central line blood stream infections (Figure 15.4)
• Weighted evaluation results - door to balloon time (Figure 15.5)
• Studer Group five fundamentals - AIDET (Figure 15.6)
• Financial impact - co-pay and upfront collection increase (Figure 15.7)
• How to harvest and standardize best practices
• Studer Group healthcare flywheel (Figure 15.8)
• Leverage points in an organization (Figure 15.9)
• AIDET^SM tools
• Healthcare Flywheel®