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Published by , 2016-05-13 13:35:21

Session Summary [Compatibility Mode]

Session Summary [Compatibility Mode]

Mary Bridge Executive Team Offsite

April 2016

Table of Contents

Our Objectives andAspirations: Pages 3-8
Understanding Cultural Change and the CultureWeWant: Pages 9-14
Our Big Decisions: Page 15
WhatWe LearnedAbout OurTeam and Our Challenges: Pages 16-32
Feedback for Linda: Pages 33-37
Leadership and Organizational Health: Pages 38-43
Appendix- Lead Paragraphs:Pages 44-48

2

Our Objectives and Aspirations

 Meeting Objectives
 Our Aspirations
 Vision and Strategic Framework
 We dream of a day…

3

Objectives

 Accelerate development of positive team dynamics and
appreciation of executive team member’s unique value

 Accelerate inter-team partnerships and clarity of roles and
responsibilities

 Alignment of mission, vision with MB Culture that can be
experienced by all employees

4

Our Aspiration

What would we want the headline to be?

 Imagine that the Tacoma News Tribune is
writing an article five years from now
about Mary Bridge Hospital and how its
impact on caring for Children. What
would the headline say?

 Write the lead paragraph.

What is OurAspiration andVision for the Future – Initial
Headlines

“Big Hairy Audacious Goal” – Jim Collins

 Path to healthiest children in the community paved with innovation, trust and human
connections (patient rounding)

 Mary Bridge Children’s Hospital named one of the top 100 hospitals nationwide
 Mary Bridge to Lead Children’s Healthcare for the Region
 MBC improves its own health by investing in the health of the region’s children
 Region’s Highest Quality Pediatric Care here in Tacoma
 US World News Report Names Mary Bridge as Best Place to Work
 Mary Bridge Returns Home Serving the Greater Southwest Region and Beyond

6

Extend &
Expand
Markets

Population Mission: Partnering for Energized
Health Healing and a Healthy Future Culture

Mary Bridge Children’s Strategic
Hospital and Health Framework

Network’s Vision is to build  Performance Excellence
a community of the nation’s
Embedded 10-10-10-25
healthiest children and a
world-renowned pediatric
medical system that takes care
of the children in our region

and beyond.

Accelerate
Core

Processes

MajorAspirations in Our Lead Paragraphs

 Best at taking care of a community of children

– We dream of a day when our population health strategy makes the children in our community
the healthiest in the nation

 Best at partnerships that spread world-class pediatric care

– We dream of a day when hospital systems in our region look to us to lead the way to healthier
children

 Best at providing tertiary level care in key pediatric specialties

– We dream of a day when our pediatric medical system is nationally and internationally recognized
as a place where children whom we can heal are healed

 Best at growth and integrated medical care

– We dream of a day when we would build a standalone Mary Bridge Children’s Hospital and an
Integrated Health Network

8

The CultureWeWant

 Culture and Leadership Behavior
 Create Your Culture
 The Culture We Want

9

Organization Health=Culture

Leadership Behavior Eats
Culture for Breakfast

CreatingYour Culture

Results From Journey to the
Actions Emerald City, by
Beliefs Roger Connors and
Experiences Tom Smith

Our Performance Excellence 10-10-10-25
Improve Patient Experience and Clinical Outcomes
Culture Taking Care of the Deliver on the Big "9" Decisions

Children of Our
Community and Beyond

Actions Service Behaviors - The Care Promise
Physicians Act as Accountable Partners to Each Other - ED Throughput
World-Class + Collaborate Every Department "Pulls Patients"
+ Care for the Community Define What a Good Director Looks Like
Define Leadership and Employee Brand
Bring Solutions Not Problems
Educate and Promote MB in the Community

Beliefs Community Hospital Mindset+ Tertiary Referral Mindset (≠ to Seattle General)
We can go Places we Never Clinics & Practices - Mindset of Ownership of Private Practice
Dreamed Of with the Right Keep the Family Feel
Understand and Believe in the Direction
Mindset Knows what it Takes to Get Ahead

Change the Experience for Operationalize Speed of Trust Behaviors
Employees Acknowledge Staff who are Cultural Role Models
Paint a Picture of the Future
Re- Define Serving the Community
Focus on Lives Served and Cost-Per-Life as Opposed to Financial Only
Balance Empathy with Accountability
Visible Rounding by Senior Leadership
Breakdown Ward-Side vs ED

Strengths and Areas of Focus in the Mindset

 Positive: Networked in the Community with strong Primary
Care Network

 Change: Sending Children elsewhere whom we can treat

14

Our Big Decisions 6. Decisions on Cost Improvements –
Where are We Bleeding? Set
1. Increase ED Throughput which will Accountabilities
decrease LOS – Fix: Ready to Admit
7. Decisions about creative “new
2. Affirm and Establish Clinic Structure model” programs – What will be our
and Communicate Accountabilities big bets?

3. Tighten the Duties and 8. Determine and Communicate
Responsibilities of Leaders reporting Criteria for supporting National Stage
to the C-Suite Opportunities

4. Need to assess Leadership and 9. Decide the best Psych/ED Layout
determine actions on Lows/Address
Medical Structure

5. Make the Business/Financial
Infrastructure decisions required to
ensure financial health

15

WhatWe LearnedAbout Ourselves and Our Challenges

 About Ourselves
 Our Challenges
 The Implications of Our Strategy
 About Each Other
 Giving Feedback to Linda

16

Our Natural Strengths

 Innovation
 Realistic Optimism
 Strategic Acumen
 Delegation
 Sense of Self – Healthy self-esteem
 Motivation
 Collaborative
 We are certain in our own opinion and still willing to

integrate other people’s views

17

Our Potential Areas of Development

 Decision Making - Inconclusive
 Too Permissive
 Low on enforcing
 Clearer and more frank communication
 Self-sacrifice - overuse

18

Implications of Our Market Strategy

Capture all the Children who are the Right Patients for Us to Heal

Need to emphasize re-capture with Directors
Drive inpatient value – Specialty clinics should drive inpatient volume
Need hybrid model strategy
We go from urgent care to trauma – missing acuity
Treating the “sickest of the sick” increases reimbursements
Need to reduce the frequency of defaulting to transferring to Seattle
Need stronger partnership with CHI
Sufficient staffing and issues around 46% of new hires are new graduates
Retaining nurses during times of low census
Make it more rewarding for nurses to work in critical care roles

19

ChallengesWe Face

Working across business units
Director Readiness (Not All are Equipped)
Initiativitis
Need to inject opportunist talent
Difference between B-Players (we can tolerate those) and B-Player Politicians actively campaigning
out of alignment

Middle Management Victimization- There is no room for victims in leadership
Legacy of past experience
Interacting with other new leaders
How physicians are paid
Acute Care takes my time away from leadership

20

ChallengesWe Face

Time Management: Strategy Work versus Day-to-Day Work and Putting Out fires
Size of the organization - Layers
Being a new C- Suite Leader in a large corporation – Being a brand new leadership team

Decision-making – Not enough past leadership experience
Reporting to a corporate function as well

Employees technically reporting to MMA
Facing outward – not enough time with the team
Nursing: Being a member of a leaderless system team
Costs – inflation alone will impact our financials
Need for culture change

21

ChallengesWe Face

Short-term focus versus focus on the Patient
High number of new leaders
Rapid fire initiatives – Randomization

Need to address root cause
Competing priorities

Leadership evaluation needs to be aligned to what we need from leaders
Synergy around the mission – Needs to increase
Senior managers in our organization have to align with the mission

22

Strategies of High-Performing Senior LeadershipTeams

23

Consistent Themes

 Vulnerability-based Trust
 Equal Participation*
 Psychological Safety*
 Feedback on the How, Not Just the What

*NY Times: What Google Learned From Its Quest to Build the Perfect

Team

24

Getting to Know Each Other - Linda

 Fun Fact – I used to be in a  Formative: Secured the largest
gang partnership in Women’s Sports
(LPGA) and couldn’t an
interview

Getting to Know Each Other - Diana

 Fun Fact – Took an 8-day  Formative Experience: I
cruise on a Navy ship as a was the youngest of 5, and
crew member we moved often.

Getting to Know Each Other - Stephen

 Fun Fact – I attended the same  Formative Fact:As a younger sibling
summer camp for 14 summers and it with a brother 2 years older who was a
was my first taste of “Leadership,” devout non-conformist and tester of all
having been selected for the limits (social, educational, parental), I
Homegrown Leadership Program learned to adopt a perspective of
(Counselor in Training to Senior curious observation, flexibility, and
Leadership) learning through the example of
others’ experiences

Getting to Know Each Other - Jen

 Fun Fact – Because I am goal-  Formative:At a young age began helping to

oriented by nature, I love to provide care for my brother who is

challenge myself resulting in severally mentally and physically

participation in obstacle course handicapped. My oldest sister was first

runs, ½ marathons etc…and I am a class of women to attend the naval

sucker for animals academy. She was a strong female role

model. We also moved every year and

changing schools helped me to be

independent and adaptive

Getting to Know Each Other - Chris

 Fun Fact – I am learning to play  My sister was lost to prematurity
the saxophone when I was in 5th grade. My parents
were in Germany at the time. My
maternal grandmother died at the
same time. My parents and brother
went to counseling but it was not
offered to me. I learned to lead and
support myself through this time.

Getting to Know Each Other - Becky

 Fun Fact – I played soccer  Formative: Formed
internationally relationships with
teachers/coaches early on and
then became the “helper.” Gave
me a desire to excel.

Getting to Know Each Other - Becky

 Fun Fact – I played soccer  Formative: Formed
internationally relationships with
teachers/coaches early on and
then became the “helper.” Gave
me a desire to excel.

Getting to Know Each Other - Iain

 Fun Fact – I really love electronic music;  Formative: Being told that my exam scores
my favorite is 80’s era German were too low, that I should be at or near
electronica but it also covers cheesy the top. Somehow this triggered a change
synth-pop to hard-core death speed in my approach to work so that when I
metal was told I should be achieving more,
growing more, I listened and took action.
As I’ve been encouraged or told to take on
leadership roles, I felt I had to and have
done it – and it has had the same good
feeling of accomplishment and success and
pride from years ago.

Feedback for Linda

 Keep
 Start or Do More Of
 Stop

Feedback for Linda  Being visible in the community
 Positive attitude/energy/
Keep Doing
motivating
 Take us where we didn’t think we  Raise the level of our thinking
could go  Demonstrating trust
 Talking in pictures
 Keeping your door open and  Having our back/supportive/
continuing conversations
encouraging
 Being visible – don’t pull back  Investing time in us and others
 Straight feedback (More often)
 Be inspiring
 Keep fighting for MB
 Humor
 Solicit challenges where we go back

and forth

34

Feedback for Linda

Start Doing/Doing More Of  Empower others to make decisions
 Share more personally and connect
 Verbalize appreciate of strengths
 Invite Challenges – Is it ok to challenge to others
 Be willing to not be the expert
you when you are passionate/certain?  Close the Loop/Keep Us in the Loop
 Teach More  Define Priorities
 More Straight Feedback  Set Realistic Expectations
 Slow down – Understand problems
 Listen first
 Honor the History & Understand the

Culture

35

Feedback for Linda

Stop

 Solution jumping
 Assigning same tasks to multiple people
 Expecting instant perfection:

– Feels like micromanaging
– Can be stifling/ Induces self-doubt
– Slows progress

 Expecting to know the detailed/details about operations
 Lack of clarity on prioritization/urgency

36

What Linda Should Know About Us

 Don’t want to disappoint you
 Not Settlers – Want high standards
 Not whiners
 We want to make you look good
 We would re-recruit you

37

Leadership and Organizational Health

 What’s Different in the C-Suite?
 Organizational Health

38

What’s Different in the C-Suite?

 Shaping Culture
 Knowing the Importance of Your Impact
 Aligning an entire organization around the strategy
 Creating Focus
 Allocating Time – It is Your Most Important Commodity

39

Ranked Importance

1. Creating shared vision and strategic alignment
2. Identifying high-impact “To-Do’s” and “Not-to-

Do’s”
3. Understanding and measuring the company’s culture
4. Implementing changes to culture as needed
5. Assembling the right team quickly
6. Mobilizing the team
7. Identifying and developing new skills
8. Optimizing time

40

LeadershipTeam - Defined

 A leadership team is a small group of people who
are collectively responsible for achieving a
common objective for the organization.

 “…an organization is healthy when it’s whole,

consistent and complete, when its management,
operations, strategy and culture fit together and make
sense.”

The Advantage: Why Organizational Health
Trumps Everything in Business
by Patrick Lencioni

Align and Act in Concert

The Advantage: Why Organizational Health
Trumps Everything in Business
by Patrick Lencioni

Appendix

 Lead Paragraphs

44

Mary Bridge to Lead Children’s Healthcare for the Region

Mary Bridge has been chosen as the pediatric healthcare partner for Kaiser and Providence Health systems. In a
surprising example of collaboration, Kaiser of PAC NW and Providence Health System have announced the
creation of a joint venture at MHS where MBCM will become the pediatric health system for these competing
health systems. The pre-existing partnership between MB and FHS will continue. “When we realized the high-
quality outcomes that Mary Bridge delivers in a highly cost-efficient way and the tremendous degree of
community support and attachment to Mary Bridge, it made sense to partner with MB rather than to create
our own network of pediatric acute and specialty care,” explained the CEO of Kaiser Pacific NW.

In a statement, Linda Chen, President and CEO of Mary Bridge said,“ We’re very proud that Providence Health
System and Kaiser PAC NW have recognized the superb care we deliver to our community. Partnering with
these two large, multi-state health care systems will allow us to take what we’ve learned at MB and work to
embed our culture and practices to improve the care of children in PHS and Kaiser NW.”

As part of this new partnership, MB will build a free-standing Children's Hospital and Clinic to be completed in
time for the 70th anniversary of Mary Bridge in 2024.

45

The Region’s Highest Quality Pediatric Care Right Here inTacoma

Mary Bridge Children’s Hospital isn’t just a community hospital anymore. In the past
five years, they have proven to be not only the highest quality provider of pediatric care
in the state, but the most affordable.Through providing top-notch patient care and
caring for all of the patients’ needs, including physical and mental health, Mary Bridge
has stepped out of the shadows of Seattle Children’s Hospital and has increased its
footprint to provide top-notch care to children across the state.

46

Mary Bridge Children’s Hospital Named toTop 100 Hospitals

The Mary Bridge Children’s Hospital, part of the Mary Bridge Children’s Health Network (MBCHN), was named as
one of the top 100 hospitals by U.S. News and World Report. The hospital achieved the 27th spot for overall
hospital ranking, which is significant since very few hospitals ranked are dedicated to pediatric care exclusively.
Established in 1955, Mary Bridge has seen significant expansion of its specialty service lines (to include transplant,
comprehensive cardiac services, and a dedicated hematology/oncology unit) in recent years.This has also resulted in
recognition regionally for its clinical outcomes, patient satisfaction scores, community outreach programs, and
consistent naming of its physicians as the top in the Pacific Northwest.The health network was also recognized for
its growth of outpatient specialty care locations in areas previously underserved for pediatric chronic disease
management.This new national spotlight is especially noteworthy because of the recently established standards
applied as part of the scoring, which now incorporates a focus on outcomes, best practices, and infection
prevention.When asked how Mary Bridge achieved these goals, Linda Chen, CEO and President Market Leader for
the MBCHN, stated,“we recognized that provision of quality of care included focus on patient safety, provision of a
caring environment, all wrapped by efficient flow and ease of access.The end result is quality outcomes. We achieved
this by focusing on the whole patient, one child at a time.” The standalone hospital is part of a “Pediatric and
Adolescent Health campus” in downtown Tacoma, that encompasses: emergency medicine, a multi-specialty
outpatient center,and pediatric outpatient surgical center, and inpatient adolescent rehabilitation services.

47

Path to healthiest children in community paved with innovation,trust and
patient rounding.

Mary Bridge Children's hospital, previously tagged as the most costly healthcare organization in the state
of Washington, recently received the prestigious 'BEST in CARE” award for being the most cost efficient,
highest quality children’s hospitals within the nation.When analyzing total number of lives served and
relative wellness among its community children, Mary Bridge was found to have the healthiest kids in the
Pacific Northwest. What's more, staff of this once little known hospital are reported to be the most
engaged and committed workgroups within the national study. How was such an amazing turnaround
accomplished within such a relatively short period of time? According to President Linda Chen, the
recipe for success lies in the perfect blend of attentive listening, unwavering commitment to performance
excellence, and a visible leadership culture promoting courageous personal innovation,“truth talk” and
authenticity throughout all levels of staff.These ingredients, mixed with a genuine love of its community
has led Mary Bridge to not simply sail but soar beyond what its employees ever thought imaginable.
According to Chen,“Mary Bridge has always been far more than a hospital. But something was missing…
we needed the right platform.We have created a culture, a commitment, a way of “work life”, a family.”
And indeed the “family culture” within Mary Bridge is palpable from the moment one enters the grounds.
But even off the grounds, the hospital results speak for themselves. Just ask any one of the healthy kids
cared for by the Mary Bridge family.

48


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