Contenu connexe Similaire à Taking Hospital Governance to the Strategic Level (20) Plus de Les Wallace(les@signatureresources.com) (6) Taking Hospital Governance to the Strategic Level2. 300+ Boards
1,000+ Board Meetings
Over 100 Board Assessments
© Signature Resources 2015
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The BAD, the frustrated, the disengaged.
3. Who is this Guy?
Ideal 21C job: Grandparent!
University professor / administrator
Hospital administrator—traditional Board
International consulting company…
Touch 20,000 people yr. / Coach 28 Execs / 17 Boards a year
Past board service: Security First Bank and Counterpart
International
Current board service: World Future Society
© Signature Resources 2015 3
4. Who is this Guy?
Governance
Executive Leadership
Organizational Culture
© Signature Resources 2015
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5. Leaders are Learners
© Signature Resources 2015
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Learning is “new” perspectives, knowledge and skills.
Also…confirmation of what you’re currently doing!
Governance
Leadership
Organizational Culture
6. My Job Today
© Signature Resources 2015
A look @ high performance governance practices as
assembled from the governance literature worldwide.
Candid opinions based on work with 300+ boards:
For-profit, non-profit, international, financial,
healthcare, community, national associations.
Likely to challenge assumptions, stretch thinking.
Yes, all ideas will be relevant to large and small hospitals.
Open dialogue—your question is not an interruption!
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8. © Signature Resources 2015
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Our Learning Journey Today
What boards are saying about their own
governance.
Board leadership succession.
Strategic Thinking and Planning
High Performance governance practices.
***********************************************
• CEO / Board Partnership
9. Shaping Our Governance Future
“Professionals generally know so
much about what they know that
they are frequently the last to see
the future differently.”
Edie Weiner & Arnold Brown, Future Think
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Getting out of “committee mindset.”
“Your biggest competitor
is your own provincial view of your future.”
Watts Wacker, The Visionary’s Handbook
10. Shaping Our Governance Future
Many of our assumptions about what
health care can become or will
become are anchored in deeply
rooted assumptions that we don’t
acknowledge or challenge.
“The problem is never how to
get new innovative thoughts
into your mind, but how to get
the old ones out.”
Dee Hoc, MasterCard
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11. Governance and the
21st Century VUCA Future
Volatility
Uncertainty
Complexity
Ambiguity
Canadian Special Operations Command
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12. 21C…It’s Quite Different
That’s Why Strategy Development is
so Important
Speed: blinding, touching every aspect of life.
Complexity: quantum leap in mix of related forces.
Risk: upheaval raises threats and risks of “new ideas.”
Change: radical, drastic, sudden.
Surprise: unimaginable—challenging sensibility & logic.
Oversight: healthcare, financial services, privacy, safety.
Disrupters: new models unleashed in traditional domains.
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13. The Vital Few Building blocks of
Governance Excellence
Talent: board with experience and competencies to
oversee a complex organization.
Does this leave out other community voices?
Strategic focus: envisioning, positioning and re-
positioning the hospital to remain viable, valuable and
vibrant. EVERYTHING FLOWS FROM STRATEGY!
Clarity on organizational performance and risk—the
vital few performance and risk domains a board should
track.
Clarity on governance process: effective then efficient.
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14. Governance Excellence
Vital Few Building blocks
Let’s stop on this for a
moment…Anything missing?
Talent.
Strategic focus.
Clarity on organizational
performance and risk.
Clarity on governance process.
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15. 21st Century Governance
Boards as Committees (‘50s-’60s)
CEO Driven
Boards as Managers (’60s-’70s)
Operational / Fiduciary
Boards as Trustees (‘80s-90’s)
Policy and Strategy (John Carver)
21st Century Boards
Transformational Leaders“Board of
Directors must be a strategic asset.”
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16. Where is Your Board?
Dysfunctional: characterized by a lack of trust, information
hording and resistance between CEO and board.
Imperial: long board and CEO tenure gives way to CEO
guiding the agenda, board appointments and what the board
gets as information, quite traditional meetings.
Entrenched: minimal strategic dialogue with executive team,
solid board policies and satisfactory performance yet can’t seem
to break into high performance gear.
Strategic: high commitment to learning about / following best
governance practices, heavily invested in strategic and system
thinking, independent board appointment processes assure
competent members, strong committee processes, regular self
assessments.
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17. Today’s Governance
From the Literature
Canadian Corporate Governance Best Practices Report, Hay Group 2014, Public
Company Governance Survey, Nat. Association of Corp. Directors (2014)
“What Directors Think” (2014), Spencer Stuart
© Signature Resources 2015
priorities for Boards from national surveys:
① Strategic planning and oversight
investment.
② Board composition.
③ Board refresh / governance succession.
④Risk oversight (beyond financial and clinical).
⑤Board assessments are considered very effective
by 85% of the survey population of NACD.
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18. Today’s Governance
From the Literature
“2014 Corporate Governance Best Practices Report”
Hay Group & Canadian Society of Corporate Secretaries
© Signature Resources 2015
priorities for Boards from Canadian survey:
① Board diversity.
② Focus on risk management.
③ Increased regulation and reporting.
④Board and executive compensation.
⑤Director training and education.
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19. Governance Revolution
From the Literature
© Signature Resources 2015
Term limits combined with governance leadership succession
initiative keeps board refreshed.
70% of meeting time = “strategically focused agenda.”
Competency based director nominations vs. volunteer or
local politician based.
Enterprise-wide ERM oversight through a board committee .
Governance Self-assessments become annual routines.
Competency development of directors gets serious focus.
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20. Typical Hospital Board
Governance Development Agenda
Board makeup and governance succession
planning.
Strategic Thinking investment.
Enterprise Risk Management (ERM).
Self assessments.
Comprehensive “dashboards” beyond $ and
quality: e.g. organizational culture, community
brand.
And Governance improvement makes it into the
strategic plan.
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21. Perspectives on A High Performance
Governance Discipline
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22. Talent:
Governance Leadership Succession &
Board Composition
© Signature Resources 2015
Leadership Succession:
The responsibility an organization has for assuring
the quality and availability of future leaders.
Governance, Executive, Senior Management, Front line.
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23. Future Governing
Boards
© Signature Resources 2015
“In the not to distant future, new
board members, at all levels of
enterprise--from community
organization to corporations--will be
required to ‘certify governance
competency’ to quality for an
appointment / election.”
Les Wallace
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24. How About Governance
Self-Certification?
Read these 3-5 governance books.
Review these OHA-Governance Center
of Excellence articles.
Review this ministry overview.
Hospital Annual Report.
Hospital Board Dashboards.
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25. Governance Leadership Succession:
Board Renewal
© Signature Resources 2015
① Identify your desired profile
② Identify your candidates
③ Cultivate the pool
④ Recruit the right members
⑤ Orient for active participation
⑥ Involve and engage
⑦ Educate continually
⑧ Evaluate your performance
⑨ Rotate to stay fresh 25
Create a desired
Board Makeup
Dashboard!
26. Who Guides
This Process?
Board Governance or Nominating committee facilitates profile
activity, identification of potential candidates and screening /
development.
Frequently one board member and CEO conduct first round
screening interview.
Committee hones prospect list to serious contenders (based on
competence and interest).
Board Chair and Committee chair pursue final round of screening
for match.
Gov. / Nominating Committee identifies finalists and presents to
full board for discussion / consideration.
Finalists have face-to-face interactions / interview with full board.
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27. Governance Competency
Governance is less about the technical literacy of a
board member regarding a specific challenge
facing the organization (e.g., HR, marketing,
finance/budget, clinical, legal, IT, etc.)…
…It’s more about the set of leadership
competencies that give a board member a
sophisticated peripheral vision to oversee
a complex business enterprise.
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28. Director Competency Examples
Organizational Finance/Budget
Business Enterprise
Strategic Planning
Operational Planning
Quality Improvement
Marketing
Branding
Strategic human resources
Policy Development
Community Relations
Leadership Development
Enterprise Risk Management
Government Relations
Mergers/Acquisitions
Technology Solutions
Innovation
Customer Service
Governance
Health care policy
Regulatory/Compliance
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30. Teasing out Competency
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Create a “director/trustee” application.
Invite potential candidates to speak to their
experience demonstrating the competencies you
are looking for in a board member (e.g. strategic
thinking, complex problem solving, customer
focus, quality improvement, etc.)
Define “conflict of interest” and have them attest
to none!
Indicate a thorough background / bondability
check will be conducted on all candidates.
31. Where / How do you find folks who might
fit the ideal profile?
Colleges / Universities
The Canadian Chamber of Commerce
Specialty Chamber Groups: Black / Latino / Asian / Native American
Chambers of Commerce
Business and Professional Women’s Associations of Ontario
Young Professional Groups
Professional Associations
Small Business Alliance Groups
Specialty Legal Societies
Ontario Non-Profit Societies
CEOs of businesses in your area
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32. Credentialing Competency
Competencies are specific and observable learning
outcomes where the learner has demonstrated
knowledge, skills and applications to their domain.
Micro-credentialing—sorting competencies into smaller
learning segments to aid learning.
E.G. “Facilitation” skills may be a smaller domain.
Dealing with disruptive people, staying on agenda,
managing conflict, involving everybody, clarifying
contributions, etc. are smaller subsets of facilitation.
MOOCs—Massive Online Open Courses.
Badges—electronic certificates of learning completion
or competency demonstration.
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33. Credentialing Competency
“Badges” have become the new currency for
professional credentials.
Mozilla, Blackboard, Safe Road Solutions, and
others are way ahead in providing and tracking
badges.
http://www.evolllution.com/opinions/ways-digital-badges-
influence-learning/
https://www.coursesites.com/webapps/Bb-sites-course-
creation-
BBLEARN/courseHomepage.htmlx?course_id=_264998_
1
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34. New Board Orientation I
Offsite materials review
History of the organization
Mission, vision, values
statements
Summary of programs, products,
services
Newsletters, press clippings
Financial performance past three
years including external audit and
regulatory review findings
Annual Report
HR org. chart & bio-sketch
professional backgrounds of staff
Strategic Plan
Board by-laws
One year of board minutes
Board policy and procedures
Current board profile and
professional background bio-
sketches
Board commitment and conflict of
interest statements for signing
Recent governance self-
assessment results
Committee structure and charters
Board calendar
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35. New Board Orientation II
Onsite introductions and briefings
Staff leadership welcome
meeting and introductions
Key programmatic one on one
meetings
Financial briefing from CFO and
review of board financial
dashboard
Human resources briefing
including review of board
“organizational climate”
dashboard
“Brand” briefing
Quality and Safety briefing:
tracking data, improvement
initiatives, responsibilities.
Patient / community briefing
including last twelve months
satisfaction and value survey
results
Board Chair briefing: Board
composition philosophy and
leadership succession
Board committee assignment
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36. New Board Orientation III
Governance Education
Digest assigned articles and booklets.
Phone consultation with Governance committee chair
upon completion of reading and orientation.
Discuss annual calendar of hospital conferences and
expectations for attendance and learning commitments.
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75% of Boards in Canada have a formal
orientation program for new board members.
Customarily a full day + site visits and training.
37. Les’ Thoughts on
Ideal Board Makeup
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1/3 established, leaders recognized as as
strategically competent with complex enterprise.
1/3 mid-career leaders gaining leadership identity
through business, government, non-profit
engagement, research, educational or institutional
leadership.
1/3 emerging business leaders—generally a
younger group than senior or established and
recognized leaders.
42. High Performance Governance
Strategic
Strategic plan in place looking 3-5 years out.
70% of board agenda devoted to strategic topics—future facing.
(Meetings: 30% fiduciary; 70% strategic)
Annual refresh of strategic plan.
Inclusive input from constituent leaders on strategic plan:
Past board members
Focus groups of constituents by segment (e.g. generational,
geographical, community leaders, opinion leaders, local business,
etc.)
External subject matter experts
Committee members
Staff! Inclusive input does not mean they vote on strategy.
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43. 70% Strategy Focus
“Building a Forward Looking Board,”
McKinsey Quarterly (Feb. 2014).
“Not enough time on strategy.”
“Board as strategic asset.”
“Too much time looking into the
rear view mirror.”
“Lack a strategic orientation.”
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“The pull of corporate gravity gets us into ruts and complacency.”
Les McKown, Predictable Success
44. Boards as Transformational Leaders
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Challenge assumptions & models
Benchmark products / performance with peer group
Empower voice of the Patient, Family, Community
Commit to change
Move with deliberate speed on the vital few
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45. Transformational
Transform: to completely change something.
Transformational: a focused effort to make significant
changes to strengthen the relevance and value of an
organization.
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“Evolution keeps you alive;
Revolution keeps you
relevant.”
Gary Hamel, Leading the Revolution
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Strategy is about Transforming the
Organization to Remain Viable, Valuable,
and Vibrant!
So your board needs to be…
Strategic thinkers.
Change compatible.
Focused on transformation of the enterprise.
Complex problem solvers…effectively navigating
changing funding, regulatory and constituent
demands.
Strategic thinking looking three to ten years out.
47. Strategy progress updates.
Business environment discussions.
New models / benchmarking / innovative thinking.
Tracking patient & family value shifts in healthcare.
Exploring the “lifecycle” of services, models, and other
elements of healthcare business.
Developing partnerships / affiliations.
Governance succession and development.
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48. Strategic Thinking
Strategic Planning: “What is
our desired business position and
how must we change to get there?”
Strategic Thinking: “How might
we re-design our business to
leverage leading edge marketplace
and business models?”
Identifying an alternative future position
Anticipating opportunity and threats
Setting change priorities
Designing change pathways
Evolving / adapting systems
Outlining formal plans
Three-five year cycle
Course corrections regularly
Challenging core business assumptions
Re-inventing the hospital model
Exploration of new paradigms
Sponsoring paradigm shifts/pilot tests
Bold innovative movement
Confirming stakeholder value shifts
Projecting / anticipating lifecycles of
products, services, organizational model
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49. Scenarios and the
VUCA Future
Enhancing Strategic Thinking Through Scenarios
1960s Herman Kahn (U.S. Air Force); 1970s Pierre Wack (Royal Dutch/
Shell)
Scenario Thinking
The process of visualizing what future
conditions, trends, or events are probable…
…what their consequences or effects would be
like…
…and how to respond to or benefit.
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50. Scenario Discussion
and Nimbleness
A simple discussion of possible
scenarios informs a board so that it can
be more nimble as the future unfolds.
Because they have already considered
numerous scenarios and possible
options.
See Linda Parker Gates:
http://www.sei.cmu.edu/reports/10tr037.pdf
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51. Strategy and the VUCA Future
“A good [strategic] theory
incorporates foresight about an
industry’s future, insight into
which internal capabilities can
optimize that future, and cross-
sight into which assets can be
configured to create value.”
“Strategy for Turbulent Times: What is the Theory of Your Firm,”
Todd Zenger (HBR June 2013)
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52. Scenario Discussion
and Nimbleness
Caution:
A strategic planning session that only focuses on SWOT
discussions and doesn’t spend some time on a variety
of future scenarios for the hospital will result in a brittle
outcome.
FUTURE PROOFING YOUR BOARD “Business
environment scans and lots of scenario
discussion helps insure only ‘black swans’ are a
future surprise to your board.”
http://www.signatureresources.com
/our-capabilities/future-proof-your-board-directors
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53. Scenario Discussion
and Paradigm Shifting
Thomas Kuhn, “The Structure of Scientific Revolutions”
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If money were no object?
If we were forced to merge to keep
our hospital alive?
What’s currently impossible to do,
but if we could, would put us in a
more successful position?
If the patient could decide?
What strategies might a competitor
use to put us out of business?
54. Open Innovation
Scenario Discussions
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Open Innovation: the creation of knowledge,
products, and services by online communities
is still in an early stage. How might hospitals
use it to stretch their thinking?
Think: “virtual focus groups” on topics of
relevance for younger families, seniors, the
patient experience, access to services, patient
education, etc.
55. Typical Strategic Success Factors
Funding our future.
Safety and quality.
Person centered care.
Population health.
Physician partnership.
Healthcare partnerships.
Community support.
Governance.
Executive leadership.
Technology.
Culture / Associate engagement.
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56. Some Typical Mistakes of
Organizational Strategy:
The Tatooed lady and the
Alligator Man!
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“Complexity is the enemy of execution.”
58. More Discussion:
Other Elements of
High Performance Governance
Basic fiduciary competence.
Exceeding basic governance
competence.
Transparence / inclusiveness.
CEO partnership.
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59. Basic Fiduciary Competence
and Organizational Performance
Competent Governance
Financial stability with ample operating reserve.
Consistently meeting patient quality standards.
Constituent satisfaction and value confirmed regularly.
CEO board partnership with open communication, goal setting
and regular feedback.
Robust partnership with medical staff.
Meetings / Boardroom dynamics efficient and focused.
By-laws, policies up-to-date.
Board competent and committed.
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61. Exceeding Fiduciary Competence
and Organizational Performance
Exceeding Competent
Real time assessment* of effectiveness following each board
meeting.
“Board Portal” assures adequate Board information and
communication.
Annual self-assessments and development plans drive
improvement.
All committees / task forces have written charters and clearly
identified outcomes or deliverable expectations and do annual
reports.
Officer development program assures competent officers get
elected.
A dose of governance leadership development at every meeting (+/-
15 minutes) e.g. risk, regulation, financial, ethics, etc.). [Ave director
education investment 22.1 hrs. each per NACD survey]
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Real Time discussion each meeting.
Annual survey assessment of one element of
governance.
Full spectrum governance assessment survey.
Customized telephone survey.
Board member to Board member feedback.
Outside Expert Review.
6 Self Assessment Models
http://www.slideshare.net/LesWallace/board-self-assessment-approaches
63. Where is Your Governance?
Ishikawa View
Board
Competency &
Recruitment
Governance
Practices:
Meetings
Committees
Strategic
Focus /
Innovation
Performance
Tracking
Exec Team /
Board
Partnership
Assessment
& Development
64. And then there’s committee work…
© Signature Resources 2015
A dark alley down which good ideas are led to be strangled!
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65. All Committees!
Charters: purpose, makeup, annual responsibilities.
Annual deliverables: in clear distinct language.
Calendars.
Completeness: Board Chair Vice-Chair as Coaches.
Updates: no action reports; action reports.
DO NOT go around the room for updates!
Use a “task force” for short term investigation, scoping of
an issue, or fresh eyes on an issue. A
Task Force is a short term assignment that expires.
Annual report addresses progress + next year.
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66. No speeches—get to the point.
Be prepared.
Focus on the problem not the person.
Pick your fights.
Apply appreciative inquiry to all positions.
Explore the minority opinion.
Say it in the room not the hall.
Support the decision—move on when the
board moves on.
Meeting Rules of Engagement
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67. Agendas Converted to
21st Century Style
Convene
Consent agenda
Financials
Quality/Safety
Organizational culture and community perceptions
quarterly
Strategy (tracking, update and generative dialogue
70% of most meetings)
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68. CONSENT AGENDA
http://www.boardstar.org/assets/documents/Consent%20Agen
da.pdf
A consent agenda groups routine items and routine
resolutions under one agenda umbrella that gets received
and approved in one board action without discussion.
No finance or quality reports here!!!!!!!
A Board member may pull any item for the agenda for
discussion during the appropriate section of the agenda.
Committee, executive team reports with no
recommended actions go here.
“Exception reporting” (performance not meeting
expectations or unusual circumstances) go in the
appropriate segment of the agenda.© Signature Resources 2015
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69. Executive Summaries
and “Flipped” Presentations
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“Flip That Meeting…”
www.signatureresources.com/about-us/nine-minute-mentor
Not all presentations are created equal!
Move more “presentations” to executive summaries
And “flipped presentations.”
70. Meeting Management:
Executive Summaries
Essential components:
① Recommendation or Current Status: 1-2 sentences.
② The Context: 1-2 short paragraphs.
③ Briefly highlight supportive data and evidence.
④ Resource implications?
Exceptional executive summaries can be accomplished in
one page. Some with more complex data may require 2.
Yes, it’s an art—but one which smart people can master and
boards can feel comfortable with.
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71. Board Officer
Development
Boards assume a popular and competent voice on
the board can become chair (or other offices) with
full competency—not true.
The Chairperson role has become more complex,
and time consuming--natural talent is not longer
enough to chair a hospital board.
Boards are moving to early identification of board
member interests in being an officer and outlining
developmental learning to prepare them for the
chore.
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72. Board Officer Development
Future board officers may be required
to “certify” competency to serve.
“Think badges for specific
competencies for a Chairperson.”
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• Competencies of facilitation, negotiation,
meeting and agenda management, partnership with the
CEO, advocacy, decision making will be specifically
targeted.
• These topics make for good development topics for
the entire board.
73. Fiduciary Focus on the KPIs
“What gets measured gets delivered!”
Fiduciary performance: finances and ethics.
Quality and Safety.
Patient and Family Perceptions.
Community brand.
Organizational Culture.
Strategic movement.
Governance excellence.
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74. Exceeding Competent
Performance Oversight:
Uses a Balanced Scorecard/Measures Dashboard
Monitoring a set of “indicators” across the
“balance” of the organization’s work.
Distilling the “cattle call” of numbers and
progress reports from management into a
visual report card.
“Balanced Scorecard: Measures that Drive
Performance,” Kaplan/Norton HBR 2/1/2000.
Research on Malcolm Baldridge Award Winners
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75. Competent Performance Oversight:
The Balanced Scorecard/Measures Dashboard
Business Performance Constituent Performance Employee Engagement /
Organizational Culture
Budget performance
Capital investments
Operating reserve
Services expansion
performance
Individual services
performance
Investments
Robert Kaplan, Balanced Scorecard
Quality / Safety metrics
Pt. /Family value tracking
Patient satisfaction
Service specific metrics
Population health
Brand measures from
community / region
Harry Beckwith, Selling the Invisible
Employee climate survey
Employee retention
Employee development
Leadership development
Talent succession
Employee ideas adopted
Internal customer
surveys (tech., HR,
purchasing, facilities, etc.)
Marcus Buckingham, First, Break all the
Rules
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Other categories are common: “Learning and Growth,” “Internal Processes,”
“Corporate Social Responsibility.”
76. Board Tracking
5-7 KPI indices in each domain of performance.
Dashboards provide “quick glance” oversight.
“Exception reports” explain variation and
improvement plans.
“Fire Drill” discussions of urgent variations.
Report outs by “ex-officio” directors (e.g. CMO,
CNO) and key executives (CFO, QI Director, HR,
Marketing/Branding).
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77. Big Dot Oversight Theory
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The board stays out of the weeds of
process and moment to moment
management of hospital systems.
At the staff and management levels the
professionals get their hands dirty with
more micro data and time tracking in
support of quality and process
improvement.
At the board level the high level “outcome”
expectations for performance on the key
performance indicators are tracked to
assure fiduciary attention to performance
and ministry performance expectations.
78. Tracking Scope
Big Dot Cascading Focus
Board
Governance
Executive
Leadership
Management Teams
Work & Quality Improvement
Teams
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Oversight &
Tracking
“From Boardroom to Bedside: How to Define and Measure
Hospital Quality”, Michael Heenan and Drothy Binkley
79. When Does the Board Hear About
Little Dots
Board
Governance
High Risk
Exception
Reporting
Work & Quality
Improvement Teams
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80. High Performance Governance
Community Conversations
4 times a year checks on “patient”and “family” value and satisfaction (two
different issues).
Satisfaction =
Value = meets my needs.
Annual check on community impressions and interests.
Focus groups around key services or Brand impressions.
On-line surveys around key hospital initiatives: redesign, discharge planning,
ER, birthing, home health.
Board voice represents a diverse broad spectrum of community.
Strategic agenda helps brand the organization as keeping up.
Robust & open communication strategy links community to Board: Newsletter, Tweets,
Facebook, dynamic website, communities blogs—keep community informed in
real time—a local branding strategy!
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81. The “3A” Community Value Proposition
“I get what I need.”
“What could we do to add even
greater value to you our member…?
Access to: sites, services, partners, etc.
Appropriate: do services fit community needs
(Population Health Management). What’s missing?
Acceptable: community well informed, hospital
delivers in a way that meets community needs,
options provided, services meet industry
standards.
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82. Patient Satisfaction CPR™
“I’m happy”
“How well did we deliver on the following…
Courteous Service: courteous and timely service and
treatment through each contact point and across the
treatment continuum and all engagements with the system.
Providing Information: timely, available, accurate,
transparent, keeps me well informed as a patient?
Responding to individual circumstances: dealing with
problems and goofs, helping me in an emergency, referring
me to helpful solutions/assistance, protecting my interests—
warning me of risks.
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83. Population Health
Five per cent of patients account for two-thirds of health care
costs. …patients with multiple, complex conditions. When the hospital,
the family doctor, the long-term care home, community organizations
and others work as a team, the patient receives better, more
coordinated care. Providers will design a care plan for each patient and
work together with patients and their families. For the patient it means
they will :
Have an individualized, coordinated plan
Have care providers who ensure the plan is being followed
Have support to ensure they are taking the right medications
Have a care provider they can call who knows them, is familiar with
their situation and can help.
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84. Corporate Social Responsibility
TBL: “the triple bottom line” perspective
emerged in 1994
The argument was that companies should be preparing
three different (and quite separate) bottom lines.
1.The traditional measure of corporate profit—the
“bottom line” of profit and loss accounting.
2.The bottom line of a company's “people account”—a
measure in some shape or form of how socially
responsible an organization has been throughout its
operations.
3.The bottom line of the company's “planet” account—a
measure of how environmentally responsible it has
been.
John Elkington, Cannibals with Forks: The Triple Bottom Line of 21st Century Business
(1998).
© Signature Resources 2015 84
85. Community and Planet
Brand Advantage
Hay Group/Corp. Sec. CA Society “Less than ½ Canadian Boards have a CSR
initiative.
Community service, employee volunteer hours, financial contributions,
executive service on community boards, etc.
Promoting communities, chambers of commerce, festival sponsorship, etc.
Community partnerships with schools, universities, not-for-profits, etc.
Facilities: recycling, energy use, green purchasing, eco-auto fleet, local
sourcing, paperless systems, etc.
Is your Hospital / Health System tracking any of these?
OHA Green Hospital Scorecard?
https://www.oha.com/CurrentIssues/keyinitiatives/Green%20Healthcare/Gree
nHospitalScorecard/Pages/GreenHospitalScorecard.aspx
“Social Responsibility: A New Paradigm of Hospital Governance”
http://www.ncbi.nlm.nih.gov/pubmed/22481565
© Signature Resources 2015 85
86. High Performance Governance
Transparent / Dialogic Tone
Unrushed board agendas assure generative dialogue occurs with
50%-70% of board agenda (Richard Chait, Governance as Leadership) .
Characterized by candid discussions with appreciative respect for diverse
points of view (“When we all think alike no one thinks at all”).
Board votes noted by name!
Transparent—no back room agendas, limited use of “executive /
closed session.”
Transparent--robust information available to constituents through dynamic
web site / publications (board credentials, Ethics and values statement,
corporate social responsibility statement, quality dashboards, Ministry
reporting, etc.).
Committee / task force proceedings available to the board in real
time. (Draft minutes available within 48 hours).
© Signature Resources 2015
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87. Transparency
In Real Time
Todays communities are increasingly nosey.
“Real time” information flow from informal (e.g.
Facebook, Twitter) to formal (more robust web
sites with big data) will answer the call for
openness.
Quarterly corporate reports become available
to the community (much like stock exchange
requirements).
Long term plans will be more widely
publicized and accomplishment celebrated.
© Signature Resources 2015
87
88. Sophisticated KPI Dashboards
The need for better, quicker
performance monitoring and the
demand for greater transparency
will push associations to
improved dashboards.
Info-graphic technology will make
this both easier and interesting.
Identifying the KPIs (Key
Performance Indicators) will
continue to be a significant board
responsibility.
© Signature Resources 2015
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90. High Performance Governance:
Sampling the Literature
Assessment
1. Is Our Board Composition Right for the Challenge?
2. Are We Addressing the Risks That Could Send Our Company Over the
Cliff?
3. Are We Prepared to Do Our Job Well When a Crisis Erupts?
4. Are We Well Prepared to Name Our Next CEO?
5. Does Our Board Really Own the Company’s Strategy?
6. How Can We Get the Information We Need to Govern Well?
7. How Can Our Board Get CEO Compensation Right?
© Signature Resources 2015 90
91. High
Performance Governance
Assessment
8. Why Do We Need a Lead Director Anyway?
9. Is Our Governance Committee Best of Breed?
10. How Do We Get the Most Value out of Our Time?
11. How Can Executive Sessions Help the Board Grow?
12. How Can Our Board Self-Evaluation Improve Our Functioning and Our
Output?
13. How Do We Stop from Micromanaging?
14. How Prepared Are We to Work with Activist Shareholders and Their
Proxies?
© Signature Resources 2015 91
93. CEO / Board Partnership
© Signature Resources 2015 93
94. High Performance Governance
Clarity in Direction to the CEO
“The Board’s job: help the CEO be as successful as
possible!”
Platinum quality alignment between Board and CEO on goals and
performance.
Twice a year performance feedback to CEO (brief mid-year &
full annual review)—competency based.
CEO/ key staff reports are “outcomes” & “exceptions” based
vs “activity” based; strategic vs administrative detail. Effective
use of “executive summaries” and “consent agenda.”
© Signature Resources 2015 94
95. What Stresses Your CEO?
In addition to running a challenging business…
…A Board can be one of the biggest CEO’s stressors!
Lack of clarity to the CEO.
Board members not literate in governance.
Get in the “weeds” [details] of management.
Not up-to-date on hospital & healthcare issues.
Irregular feedback and evaluation to CEO.
Conservative to the point the hospital gets behind
the innovation and patient value trend.
Board makeup doesn’t match future needs.
© Signature Resources 2015 95
96. CEO Leadership
and Board Partnership
If the CEO’s not scaring the Board regularly, It’s not a
robust partnership!
© Signature Resources 2015
“But Les Wallace said to scare them!”
96
97. Partnership: What CEOs Usually Ask Me
to Remind Boards!
A professional relationship: not bowling, golfing, or skiing buddies.
Feedback / direction / inquiry should be conducted in an executive manner
not @ the bar, airplane, or banquet dinner.
Rules of engagement should exist:
Commit to face-to-face meetings outside of Board meetings.
Have an advanced agenda for the conversation.
Effective communication is specific not general: have examples & data.
Good feedback is timely!
Instruct the CEO—”Scare us with big ideas!”
Crucial Conversations (Patterson)
© Signature Resources 2015 97
100. Les Wallace, Ph.D.
President, Signature Resources Inc.
Les@signatureresources.com
Dr. Wallace is recognized for tracking business environment and workplace trends and their impact
upon business and government. His publications have appeared in Leadership Excellence,
Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well
as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim
Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global,
fast moving business environment. His book, Principles of 21st Century Governance (2013) is being
used by many boards in the profit and not-for-profit sectors to design governance development
approaches.
His new book, Personal Success in a Team Environment (2014) is used by individuals and
organizations to improve teamwork, career building and success at work.
Les is a frequent consultant and speaker on issues of organizational transformation and leadership,
employee engagement, strategic thinking and board of directors development and governance. His
clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations
world-wide. Dr. Wallace is also the host resource on the 9Minute Mentor, a series short video
tutorials governance.
Les has served on the Board of Security First Bank and Counterpart international. He currently
serves on the international Board of the World Future Society. He is a member of the National
Association of Corporate Directors. Les writes an on-line column for CUES Center for Credit Union
Board Education.
Preview his video series on governance: www.signatureresources “Dr. Wallace on Camera.”
https://twitter.com/9MinuteMentor
© Signature Resources 2015 100