Summit - the highest level or degree attainable
Library of Individual
Learning Plans
observations
opportunities
strengths
360
patterns
weaknesses
Quick Start Plan
Learning Plan
Awareness ≠ Growth
Growth = Deliberate
New Knowledge
New Skills
New Perspective
New ‘Start-ups’
7 Disciplines
to Create a
“New Normal”
A ‘New Normal’?
Discipline #1
Personal commitment to growth & change
Commitment to Growth & Change
‘Professional Discontent’
FOR RELEASE: April 13,
2005
Viewing yourself as others do can
help nudge you toward personal goals
• From your 360…
– Variation between rating groups
– Comments
– An ‘ignored’ challenge in current job
– Connection between current performance outcomes
and a dimension
Commitment to Growth & Change -- Gain or Loss?
Your
competition
20 loads
gains in
of
market share
Laundry
Decreased
Moralewith
Lunch
Jim Skogsbergh
Improved
Patient
3 weeks in
Experience
the
Caribbean
Commitment to Growth & Change
Leadership knowledge, behaviors, skills that
‘used to work’ and no longer do
5 minutes
 What grabbed your attention….where do
you have energy and personal commitment
to grow and change? Why?

Debrief in pairs.
5 minutes
Table Talk
Discipline #2
Identify Specific Goals
observations
360
strengths
opportunities
weaknesses
patterns
Quick Start Plan
Competency #1
Competency #2
Goals
Goals
Learning Plan
Competency: Making a Fashion Statement
Before
After
Drive for Results
Drive for Results
Drive for Results
Before


Articulated goals for
finance only and push it
with my managers
After



Hit financial goals, not
use of agency


Miss the mark in patient
satisfaction year after
year


Most of daily activity not
linked to results


Assess direct reports on
how hard they work

Focus = achieving results
in 5 areas:


$
Patient satisfaction
Associate satisfaction
Growth
Clinical
Targets set and achieved
Staff focused on results
Direct reports assessed
on results
Why I’m like this…Probable causes:
 Not focused…too many priorities
 Difficulty staying committed – especially when
My
(Drive for Results):
I’ve Goals
tried unsuccessfully
Set and make known clear goals for year
 Change my work routines to work on
priority items
 Follow-through in holding direct reports
accountable for behaviors, tasks that
contribute to our overall results

One of the Lowest Rated Competencies
for Summit Leaders
Confronting Direct Reports
Confronting Direct Reports
Before

No department standards

Inconsistent in giving
difficult feedback
After



Avoid potential conflict

Unresolved team issues


Long-term problematic
employees


Give people too many
chances

Associates rated on
behavioral and
performance standards
Constructive feedback:
when I see it, will say it
Team issues promptly
addressed
Difficult feedback given
without damaging the
relationship
An environment of
associates giving feedback
Why I’m like this…Probable causes:
I believe conflict is negative.
 Fear of losing staff
Goals
(Confronting
Reports):
My
Want
people
to like me;Direct
avoid the
‘heat’
 Create and communicate standards
 Address problematic employees
 Provide more regular performance
feedback

8 minutes




Write out your ‘before & after.’
Identify 2-3 goals.
In what high impact situations will you
experiment new behaviors or knowledge?
Debrief in pairs.
6 minutes
Table Talk
Discipline #3
Target ‘High Impact’ Situations
Confronting Direct Reports
GOALS
HIGH-IMPACT SITUATIONS

Create and communicate
standards

Deliberate ‘line in the sand’
performance conversations

Address problematic employees

Team meetings

Provide on-going performance
feedback

Performance Reviews

Daily rounding of associates –
recognition and feedback
Discipline #4
Public Commitment to Action
Why Public Commitment?
Not about…
 Getting “emotionally undressed” in front of
others
Is about…
 Making “it stick”
 Enrolling others to support you
 Validating the message and the messenger
 A learning curve
5 minutes



Who needs to know of your commitment?
Create talking points to share your goals.
In pairs:
 Practice
 Provide feedback
5 minutes
Table Talk
Discipline #5
Select Meaningful Development Opportunities
What is ‘meaningful?’
scope of situations in which you are a leader
≠Expand
activity
High return
>Acourses
stretch
of your ‘comfort zone’
>Out
articles
Types of Development
Opportunities
1.
2.
3.
4.
On-the-job experiences
70%
Off the Job experiences
Learning from others
Self-directed learning: coursework,
readings
Experiential Learning

Drive for Results
Lead site team on how to hardwire’ accountability for results in performance
management process
Be mentored by a leader who has lead a ‘turn-around’

Business Acumen
Interim management in an area you don’t have knowledge about

Confronting Direct Reports
Manage team turnaround in another area

Strategic Agility
Participate in exec team strategic planning sessions
Give yourself…



Permission to experiment
Permission to fail
Permission to ‘find your way’
10 minutes
 What experiences will you pursue to reach
your learning goals?
Discipline #6
Create Accountability & Track Your Progress
What is ‘Accountability?’




Something everyone has
Something you want to strive to build & enhance
About being responsible for your achieving goals
Intrinsic motivation
Accountability is NOT about punishment!
How the System Will Support Your
Accountability
Discuss and give a copy of your learning
plan to your manager
 Send your learning plan to your HR VP –
will share highlights with exec team
 Quarterly on-line surveys to you and your
manager re: progress

Possible accountabilities ‘looks like’
Dates for learning tasks and activities
 Articulated desired learnings
 A pre-determined measure of growth
 Scheduled checkpoints for feedback
 The habit of writing things down
(journaling)

5 minutes

What methods will you use to ‘hardwire’
accountability?
How will you measure & track your progress?

Debrief in pairs.

6 minutes
Table Talk
Discipline #7
Engage in On-going Reflection
10 minutes
Putting It Together: The Plan
The ‘New Normal’ – at the top of your Summit