MESSAGE FROM QUINT
GREAT LEADERS HAVE GREAT PASSION,
DRIVE, AND DISCIPLINE.
This issue of Hardwired ResultsTM focuses on a key process: how to develop competencies in leaders to achieve organizational results.
Leaders at high performing organizations in the Alliance for Health Care Research’s study of organizational change processes consistently use tools and processes to demonstrate their commitment to creating a culture of service and operational excellence.
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IN THIS ISSUE...
INSIDE THE MIND:
What Leaders at High Performing
Organizations Know
How to Hardwire Outcome-Based
Leadership Development
LESSONS LEARNED:
Sarasota Memorial Hospital, Sarasota, FL
AT THE BEGINNING OF THE JOURNEY:
Mercy Health Partners, Northwest, OH
INSIDE THE MIND:
What Leaders at High Performing Organizations Know
"It's about creating a sense of 'fire in the belly'," says Christy Stephenson, CEO of Robert Wood Johnson University Hospital Hamilton, Hamilton NJ. "My job is to ensure I have the right people on the bus, that they recognize how much I value patient satisfaction and quality outcomes, and they understand this is the fuel for what we do and how we move to a higher standard of care."
At RWJ Hamilton, it's clear that employees are on board in a big way. Last November, Robert Wood Johnson University Hospital Hamilton became the fourth health care organization ever—and only one in 2004—to receive the prestigious Malcolm Baldrige National Quality Award, the nation's only Presidential award for quality and organizational performance. This award recognizes the great results the organization has achieved across all five Pillars— People, Service, Quality, Finance, and Growth—and the process they used to get them.
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HOW TO HARDWIRE OUTCOME-BASED
LEADERSHIP DEVELOPMENT:
 By Colleen Thornburgh
"What went wrong?" wonders a CEO. Employee turnover is still rising in spite of an excellent Employer of Choice training event hosted four months ago."
The speakers—who came highly recommended—earned high marks on the post-event evaluation from 200 leaders in attendance. People seemed energized when they left. And yet, employee turnover is still moving the wrong way.
Didn't anybody listen and take action? Why does this event now seem like another "program of the month", destined to fade into distant memory as so many programs before it?
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LESSONS LEARNED AFTER 19 LDIs:
Sarasota Memorial Hospital, Sarasota, FL
While developing leader competencies is never a straight line, Sarasota Memorial Hospital, Sarasota FL shares these lessons learned during their five-year journey:
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AT THE BEGINNING OF THE JOURNEY:
Mercy Health Partners, Northwest, OH
In just 18 months, Mercy Health Partners (MHP), a seven-hospital system serving Northwest Ohio and Southeast Michigan, has hosted six Leadership Development Institutes (LDIs) for 350 leaders and reaped significant gains. Mercy Hospital of Willard, for example, currently has 0% nursing turnover.
MHP believes the quarterly LDIs create results because they standardize communication and expected actions across diverse facilities.
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