BUZZ! e-Newsletter: April 2017
We are pleased to present the April 2017 edition of TLD Group Buzz, our quarterly e-newsletter designed to share important topics and trends impacting the healthcare ecosystem. As organization development consultants, seasoned executive coaches, and academicians, TLD Group’s team strives to weave the latest trends into our customized client solutions.
HEALTH ECOSYSTEM LEADERSHIP (HELM™) SPOTLIGHT
We are pleased to present our Q&A with Matthew Guy, a health ecosystem convener. Matt, President and Owner of Accelerated Transformation Associates, specializes in clinical, community, and population health transformation. Through his work with ReThink Health, he provides great insights on his work to convene groups in systemic changes to positively impact the health of the populations within Sonoma Country, CA; Bend, OR; and Albequerque, NM.
Key take-away points from our conversation with Matt include:
- Starting from an understanding of the other side’s perspective, priorities, and interests helps prevent obstacles in the way of collaboration
- In order to drive collaborative solutions, organizations require leaders who are eager to learn, willing to take action, and can find common ground
- A culture of collaboration must be modeled from the top to enlist leaders who are willing and able to collaborate across boundaries
Can you share an example from your experience leading cross-sector collaboration?
In my role at ReThink Health, I act as a facilitator of organizations who want to change health outcomes from a systemic perspective rather than from their individual silo, or even their industry silo. A good example comes from some of the work we’re doing in New Mexico. Presbyterian Health System (the largest health system in Albuquerque) and University of New Mexico (UNM) Health System were the original actors that we interviewed and they were willing to come to the table to talk. Presbyterian Health System is a combined payer and provider, but were very interested in involving a large payer outside of Presbyterian. We were fortunate to have some conversations with New Mexico Health Connections, New Mexico’s health insurance co-op. When we approached the CEO, Martin Hickey, he was very interested in our work and how it would impact the work of the co-op. We were able to enlist buy-in from him for this collaboration because he believed in the need for integration and connection with other parts of the healthcare system, and not just being a payer but even getting involved in delivery as well. Because he believed in the importance of change in the health ecosystem in a broader sense and different actors working together, we brought these organizations together to discuss collaboration solutions.
What is the process you use to convene groups with competing priorities?
One thing that’s very important to this kind of work is going into a community and having them explain to you what’s going on. When I work with communities, I use a concept that I call a “road game.” When we’re going to their house and talking to their people about what’s going on with them, we can’t just come in and say, “We’re going to solve the problem for you.” Yes, we’ve got the tools, and we’ve got our own framework and value proposition with stewardship, strategy, and financing. But that framework is going to fit differently within different communities, so we can’t just approach it from our own perspective. If we come in with a solution, and their organization doesn’t fit in with this “prescribed” solution, they’re not going to participate. Instead, we need to understand in what way their organization has an impact on the system and how what we have can benefit their organization. We need to go in and hear what’s bothering those leaders, what are their pain points, and what do they see as the biggest issues. We also ask them a series of questions and have them map out: who are the actors, what parts of the community are involved, are all necessary players involved? Also, thinking more broadly from the healthcare industry perspective, asking who’s at the table? Do you have multiple systems – healthcare systems, payer systems, delivery systems, ambulatory, behavioral health, public health, etc.? Who are the most influential people? It might not necessarily be the hospital CEO that’s most influential. It could be the CNO, the CIO, one of the family physicians, or whoever else. Asking these questions helps them think about their system and map it out, so we can see who’s involved, where are the gaps, and where are the opportunities to not only enhance what they already have in place but to also fill in some of those gaps as well.
How do you think leaders can encourage collaboration, and what do you think constrains it?
What constrains collaboration is going in with a heavy-handed dictatorship style and demanding, “You will cooperate.” That is the absolute worst thing you could do. That unfortunately occurs sometimes by necessity, either by regulation or law. Going back to the idea of the “road game” – demanding cooperation doesn’t work nearly as well as having the groups come together and gain an understanding of each other’s individual or organizational points of view, needs, desires, hopes, and aspirations. When you start from that perspective, you discover what the other side’s needs are and how you can help them achieve that in the broader context of improving the whole.
What are the characteristics you would want in leaders sitting around the table?
Regardless of the organizational position, the leaders that seem to do the best are ones with an eagerness to learn, the ability to cast a vision, the ability to work through “no” to find a “yes”, who can find common ground, and are willing to take action. The problem is, it takes time to figure out who those people are. Those characteristics are not necessarily easy to see on the surface. We find the best leaders are those “front-line” employees interacting on a day-to-day basis with patients – the people on the ground. I think to truly impact systemic changes, it’s important to find those people who have the wherewithal to move the needle, wherever they may sit within the organization.
What is the difference between leaders who can persevere and push through set-backs that inevitably occur during the process of collaboration, versus those who decide to give up and go back to the “traditional” way of doing things?
It’s all about creating and developing a learning organization, a learning community, or a learning leader – people who can stop and consider what can be learned from the experience. You need leaders who treat learning as part of their daily activities, who don’t just treat the work as something that gets put on the shelf, never to be looked at again. Learning leaders take the time to consider what worked, what didn’t work, and how they could take what they’ve learned from the experience and try something different. Developing leaders with this capacity should be on the forefront of our attention, but it’s not something that’s going to change overnight. It takes time.
How would you suggest organizations develop collaborative leaders?
First and foremost, demonstrate it. The culture of collaboration needs to be demonstrated from the top so it can cascade down to the lower levels of the organization. Secondly, bring people in from other organizations, or even other industries, and have them talk about what they’re doing to create links between what the respective organizations are doing. Third, show how the organization fits into the broader context of the health ecosystem and the impact the organization has on the system. The problem most leaders have is, they try to force their ideals down the throats of whoever they are trying to get to cooperate. Rather than trying to transform leaders’ entire view about things are done in the organization, just try to get them to understand the organization’s role in the larger scheme of the health ecosystem and how their work fits into this broader context.
TLD GROUP UPDATES
Reading Health System’s first cohort of 28 physician leaders has concluded their Applied Physician Leadership Academy (APLA™) and will be graduating from the program on April 27, 2017. APLA™ is TLD Group’s customized physician leadership development program grounded in our research-based physician leadership success model, focusing on developing physician leaders to execute on strategies for organizational success. Click here to learn more about APLA.
We are thrilled to share our first in a series of interviews on Leading in Today’s Health Ecosystem. We had the great pleasure of interviewing Bob Sachs, PhD, Talent Strategy Advisor, Executive Coach, and Advisory Board Chair for TLD Group, about the importance of developing leaders who have the capacity to work collaboratively across healthcare sectors to drive population health and reduce healthcare costs. Bob, formerly the VP of National Learning and Development at Kaiser Permanente and a national leader in integrated healthcare, works with organizations to enhance and integrate critical leadership talent strategies and systems, on learning strategy and governance.
Click here to read the interview.
On February 28, 2017, TLD Group hosted a webinar, presented by Dr. Kent Bottles, entitled “The Impact of ‘Repeal and Replace’ for Your Organization and the Industry at Large.” Key take-aways from the webinar were featured in Becker’s Hospital Review in an article entitled, “The Leadership Development Group: 6 takeaways about what 'Trump versus the ACA' means for healthcare.” Click here to view the presentation, and click here to read the summary article.
TLD Group will be presenting with Alan Conrad, MD, (VP, Physician Integration) at the American Association for Physician Leadership (AAPL) 2017 Annual Meeting, April 21-23, 2017, in New York, New York. Our presentation, entitled “Innovative Solutions for Engaging, and Retaining Top Physician Leaders” will describe the journey of Palomar Health in engaging and integrating physician leaders as change agents through a physician leadership development process. Click here to learn more about AAPL’s annual meeting.
We are very pleased to announce that TLD Group will be presenting a panel session at Becker’s CEO/CFO Roundtable Conference on November 13-15, 2017 with Clint Matthews, CEO of Reading Health System (pictured on left) and Michael Covert, CEO of CHI – Texas Division (pictured on right). The panel session, entitled, “Creating Healthcare Leaders: Aligning Development with Strategy Execution” demonstrates these CEOs’ clear commitment to leadership development for physicians, administrators, and nurses through their innovative leadership development academies. Click here to learn more about Becker’s CEO/CFO Roundtable Conference.
TLD Group presented at the American College of Healthcare Executives’ 2017 Congress on Healthcare Leadership on March 27-30 in Chicago. Our session, entitled “A new RX for building leaders for a VUCA (Volatility, Uncertain, Complex, and Ambiguous) future” discussed how healthcare systems are leading transformative change through emerging leadership roles, as well as how to design, assess, select, and develop leaders using a success profiling and strategic succession planning process. The session was also featured in an article on Fierce Healthcare. Click here to view the presentation and here to read the featured article.
HEALTH ECOSYSTEM HIGHLIGHTS
As a firm dedicated to developing leaders who inspire change and can execute business strategy across the health ecosystem, we invite you to review the following articles which explore how successful leaders within the subsectors of providers, pharmaceuticals, and payers, are addressing talent and engaging in strategies to align talent to execute strategy.
Collaborations across organizations (termed “collaboratives”) in the healthcare industry have increased in recent years, particularly across provider organizations. The purpose of collaboratives is for the partnering organizations to work toward a common goal. This article summarizes research by Deloitte, which investigated the effectiveness, key drivers, and benefits of provider collaboratives.
Driving Change: Focusing on the Long-Term
Advancements in the pharmaceutical industry often happen at a rapid rate, requiring pharma companies to be adaptable and prepared for long-term change. However, long-term planning can be costly in the short-term. This article suggests some important prerequisites for long-term change that can pharma companies push past short-term losses to be better-positioned to quickly adapt to market changes.
Clinical team alignment top priority for payers
Managed Healthcare Executive
When asked about their organization’s top needs and priorities, four affiliated but independent payers remarked on cost issues that could be resolved through improved clinical team alignment. This article provides two case examples that demonstrate that investing resources toward strengthening the patient-clinician relationship results in a better patient experience, thereby improving health outcomes and lowering costs.
The future of United States healthcare
Managed Healthcare Executive
The healthcare industry today, as well as the industry’s direction for the future, has placed greater emphasis on the broader perspective of healthcare as improving outcomes, as opposed to the traditional model of healthcare that focused on care provided at the point-of-service. This broader view requires discussion from key players from all health sectors alike to drive innovation that leads to better outcomes. This article outlines trends for the future of the healthcare industry, as well as the factors that contribute to successful innovation.