BUZZ! e-Newsletter: October 2016
We are pleased to present the October 2016 edition of TLD Group Buzz, a free e-newsletter for our clients and consultants, distributed to subscribers quarterly. This edition includes TLD Group News, a Partner Spotlight, as well as links to articles which explore issues and trends impacting the health ecosystem, defined as provider, pharmaceutical, and payer sectors.
As organization development consultants, seasoned executive coaches and academicians, TLD Group’s team strives to weave the latest trends in OD and HR into our customized client solutions.
Amy Edmondson, PhD
Novartis Professor of Leadership and Management at the Harvard Business School
Author of: Building the Future: Big Teaming for Audacious Innovation
As the pressure to innovate grows, especially to address those kinds of thorny problems that present with incomplete, contradictory, or shifting requirements, more and more organizations are engaging in projects that span organizational borders. The idea, in a nutshell, is to capitalize on the creative energy of diverse teams to come up with the kinds of novel solutions that are unlikely to be developed within any given narrow area of expertise. That such collaborations can generate radical innovations is clear. How to build and run them is another matter.
When professional cultures clash
The challenge arises from the broad mix of expertise found in cross-industry collaborations. Participants often live in different intellectual worlds that have distinct technical languages. Yet, this is the more obvious part of the boundary-spanning challenge. In truth, the gulfs between behavioral norms and values across industries and professions can be even wider than the technical ones. Within an industry, for example, people typically share assumptions about such things as the mission, how people at different levels should interact, the quality needed at different project stages, and so on. These assumptions shape behavior in subtle ways—and deviations from expectations are often viewed as inappropriate. In essence, when cross-industry teams come together, they suffer from culture clash. A digital start-up in Germany and a large health care provider in the U.S. will have very different cultures – but if the organizations are going to work together to innovate, they need to find a deliberate strategy for collaboration.
A strategy for collaboration is highly dependent on effective leadership, and a crucial role of project leaders is to enable diverse team participants to grasp one another’s perspectives and productively share their insights. They must emphasize what’s at stake and why undertaking the project is worthy and promising. Furthermore, they need to build an environment of psychological safety, where people can participate fully – unafraid to offer ideas, voice concerns, or engage in experiments that might fail. Most of all, they must articulate and celebrate the need for constant changes as more is learned during the problem solving and innovation journey.
An instructive story of big teaming
In an extensive field research project on this phenomenon, my colleagues and I studied the workings of a smart-city software start-up over a period of five years in its quest to develop a brand new pilot city in Portugal to showcase the company’s software. The company’s project was indisputably audacious. Nonetheless, a number of experts from different industry backgrounds had deemed it viable, both technologically and economically. What everyone underestimated, I believe, was the interpersonal challenges the project would encounter in its massive (“big teaming”) collaboration that brought together software entrepreneurs, real estate developers, city government officials, architects, construction companies, and giant technology corporations to build the innovative city of the future.
The lessons from this extreme case are important: Most of the world’s big problems, including accessible health care, environmental degradation, escalating cost of education, poverty – you name it – require teams of innovators and fresh-thinkers to collaborate on solutions across boundaries created by geography, language, or expertise. As the original build-a-city-from-scratch project lost momentum, the company pivoted, and embraced a new mission to develop and distribute its proprietary smart-city software to other innovation projects around the world.
This case example highlights the power of a big vision. When people get excited, and sign up with hearts and minds to create the future together, it’s a very powerful motivation – but a vision alone is not enough. You also need structures, systems, and techniques that allow soft (interpersonal) and hard (technical) skills to combine – to get different experts on the same page. You have to be very clear on answering the question: How do we team up to work well together?
Leading collaborative work
It’s important to take advantage of opportunities to bring people from different professions around a common table – not just figuratively, but literally. Face-to-face communication and the opportunity to socialize around meals is the connective tissue in a diverse group. In the early stages of any collaboration, real effort must be put into bridging knowledge gaps and into building interpersonal understanding. Combined, these form the foundation of productive professional relationships. Then the Big Teaming truly begins.
Teaming across knowledge domains and between functions within a particular company is challenging enough, but barriers between industries are much thicker. Even so, today’s big innovations are increasingly both interdisciplinary and inter-industry. For example, the health care system can only be fixed, reimagined, and recreated with the help of clinicians, payers, businesses, educators, researchers, and community members. The focus shifts from the sophisticated and technical work of treating the ill to determining how to powerfully change the game on promoting the health of the population. There is no single organization that can do that. And so, we are presented with a crucial challenge that calls for us to find ways to get people to work together across industries and across companies to address this and similar kinds of challenges.
A new kind of leadership
It becomes clear that a new kind of leadership is needed to facilitate this work. Those who possess the vision and interpersonal skills to play leadership roles in cross-industry innovations provide invaluable contributions to society. They combine the ambition to make a difference with the patience to lead the slow and uneven action through which such projects progress haltingly forward. Having a strong vision and taking iterative action aren’t always natural bedfellows. And so teaming among people who have different strengths and truly respect one another is vital to innovation. Making progress is not just about getting things done and checking off the boxes; proper execution cannot be overlooked. You can’t merely execute when there’s no blueprint. You can only make progress by trying things out to see what works and what doesn’t. It has to be done with careful forethought and planning, across domains and in a live project from which everyone can learn together.
TLD GROUP UPDATES
TLD Group News
We are thrilled to announced that TLD Group is now certified by The Women's Business Enterprise National Council (WBENC) as a women-owned business, opening opportunities to partner with corporations looking to do business with minority and woman’s owned companies. We look forward to being a strong member in this dynamic organization, whose mission is to provide economic growth globally through access to opportunities with women-owned businesses like TLD Group. For more information, please click here.
Applied Partnership Leadership Academy©
We are excited to announce our partnership with CHI Texas Division for their inaugural Applied Partnership Leadership Academy© (APLA™). APLA™, custom designed for CHI Texas Division, is a nurse, physician, and operational leadership development program intended to build the capability of dyad and triad leaders working in partnership to successfully meet their shared clinical and business priorities. Click here to learn more about APLA™.
TLD Group is very excited to add the following healthcare organizations as clients for executive and physician coaching programs:
- Kennedy Health System: an integrated healthcare delivery system providing a full continuum of healthcare services, ranging from acute-care hospitals to a broad spectrum of outpatient and wellness programs.
- GlaxoSmithKline: a science-led global healthcare company with three world-leading businesses that research, develop and manufacture innovative pharmaceutical medicines, vaccines and consumer healthcare products.
- Evoqua Water Technologies: the global leader in helping municipalities and industrial customers protect and improve the world's most fundamental natural resource: water.
TLD Group will be attending the U.S. News Healthcare of Tomorrow conference on November 2-4, 2016 in Washington, D.C. The conference is a focused opportunity to confer with leading experts, hospital executives, policymakers, insurers, consumer advocates, and industry analysts on best practices for collaborating to find tangible solutions to the issues the industry faces. If you are planning to attend and would like to meet, please email me at firstname.lastname@example.org. For more information about the conference, click here.
October Video Blog
We are pleased to share our video blog on team development and acceleration. We interviewed Andrea Proccacino, Chief Learning Officer for New York-Presbyterian Hospital. Andrea discusses the techniques she uses in developing teams at NYP, as well as the benefits and challenges to team development.
As organizations design new approaches, implement new processes, and create new structures to respond to unprecedented change, one constant remains the same: The value of creating and working with teams is pivotal to an organization's ability to solve complex challenges. Our experience suggests high performing teams greatly impact an organization's success because, when aligned and properly functioning, the whole is greater than the sum of its parts. Click here to read the full article.
August Video Blog
We are pleased to share our video blog on executive coaching as a leadership development strategy in which we interviewed Christine Vaccola, Global Head of Talent Programs for Sanofi. In addition to having served in the role of executive coach liaison for Sanofi North America, Christine is a certified executive coach herself, and a coachee as part of Sanofi's high potential Women's Leadership Development program, Elevate. In our August video blog, Christine shares her unique coaching perspectives: as a coach liaison, a coachee, and coach.
An "ecosystem" approach is about prioritizing population and community health through the collaboration of the interests, values, and points of views of various, and often competing, healthcare sectors (e.g., payers, providers, pharmaceuticals). One key step in preparing for and confronting competing interests is for sector leaders to understand the perspectives of other sector leaders to enable alignment of values, challenges, and goals. To this end, we have designed a research survey in order to better understand the challenges, interests, and preparedness of organizations from all sectors within the healthcare industry to lead with an "ecosystem" mindset. If you are a leader in the healthcare industry and are interested in contributing to our research, please contact us at email@example.com
On November 7, 2016 at 2pm EST, TLD Group will be presenting an AHA Physician Leadership Forum Webinar to explore practical strategies for enhancing resiliency, reducing burn-out, and improving overall well-being of physician leaders. As the second in their series on Resiliency and Health System Performance, TLD Group's Tracy Duberman will be joined by Larry McEvoy, MD, FACEP, Co-Founder of PracticingExcellence and an executive-in-residence at the Center for Creative Leadership, to review approaches to developing emotional intelligence and resiliency in physician leaders, their teams, and their organizations.
Click here to register for the webinar.
TLD Group will be presenting with Joseph DiPaolo, President, and Denise Fochesto, CNO, COO of Newton Medical Center at the American College of Healthcare Executives' 2017 Congress on Healthcare Leadership on March 27-30, headquartered at the Hilton Chicago/Palmer House Hilton. Our session, entitled "A new RX for building leaders for a VUCA (Volatility, Uncertain, Complex, and Ambiguous) Future" will discuss 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.
Click here for more information about ACHE’s Congress on Healthcare Leadership.
On August 4, TLD Group hosted our inaugural Leading Across the Health Ecosystem Virtual Leadership Summit. Our dynamic panel explored how successful leaders partner and collaborate with other leaders and organizations in the ecosystem to build solutions that benefit patients, members, and communities by improving health, quality of life, and affordability. Click here to watch the webinar, or click here to download the presentation.
TLD Group presented a panel discussion at the 7th Annual Meeting of American College of Healthcare Executives - NJ chapter (ACHE-NJ) in Atlantic City, NJ. The panelist made the case for the importance of bringing mindful practices into healthcare organizations to develop leaders' cognitive abilities to be more effective and compassionate. This panel provided a range of practices that have been shown to successfully calm one's mind and gain clarity in thinking, and provided suggestions for how to implement these practices into the organization. Click here to download the presentation.
Pictured above: (left) Chrisie Scott, SVP & Chief Marking Officer, Hackensack Meridian Health; Tracy Duberman, President & Founder, The Leadership Development Group; Home Nguyen, Founding CEO, MindKind Institute; Sharon Kelly, Counselor and Account Manager, Atlantic Health System (right)
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.
Five Leadership Traits Necessary for Physician Executives
Managed Healthcare Executive
With the constantly evolving and ever complex healthcare environment, physician executives are faced with new challenges they must overcome in order to effectively lead their organizations through the tumultuous changes sweeping the industry. These challenges require more than medical knowledge alone. This article in Managed Healthcare Executive outlines several leadership traits that physicians should foster in order to thrive to meet these challenges.
The Challenges Facing Pharmaceutical Leaders
The healthcare industry is in a state of reform whereby the focus has shifted toward patient-centered care and cross-sector collaboration in order to achieve the overarching mission of providing the highest quality patient experience. This article in PharmaVOICE outlines how the shift to a patient-focused model of healthcare impacts the methods pharmaceutical leaders must utilize in order to streamline the process of drug development - all while keeping patients' needs at the top of mind.
Key Strategies for Transitioning to Value-Based Care Payments
Health Payer Intelligence
Healthcare providers have begun to make the transition from the more traditional fee-for-service model of reimbursement toward value-based care payments, which places new demands on health payers to ensure the best health outcomes at the lowest cost to the patient. This article in Health Payer Intelligence discusses how health payers and providers can work in collaboration to successfully adapt to the shift toward value-based care.
Four Predictions for the Future of Healthcare
Managed Healthcare Executive
While it may seem like the individual healthcare sectors work as separate units, changes to the healthcare industry affect all industry sectors alike, as well as the way the sectors interact with and communicate with one another. What changes can provider, payer, and pharmaceutical leaders expect over the next coming years in the healthcare industry, and what can they do to prepare for these changes? This article in Managed Healthcare Executive outlines some predictions about what's coming down the pike in the healthcare industry, and some recommendations for how organizations can adapt.