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9 Game Changing Stats for Physician Leaders

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Information about 9 Game Changing Stats for Physician Leaders
Health & Medicine

Published on March 10, 2014

Author: ddiworld

Source: slideshare.net

Description

Your physician leaders are at the apex of great industry change, of each and every patient experience and the future leadership of your organization.

So how can you help them navigate roles that are becoming more challenging in organizational structures blossoming with complexity?

We’ve compiled data from four different studies that looks at what health care leaders are facing, what they say would make the greatest difference—and the key leadership differentiators for organizational success.
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Nine Game Changing Stats for Today’s Physician Leader Examine the Health of Your Leadership 1 2 3 4 5 6 7 8 9 9

Nine Game Changing Stats for Today’s Physician Leader Examine the Health of Your Leadership 1 2 3 4 5 6 7 8 9 Your physician leaders are at the apex of great industry change, of each and every patient experience and the future leadership of your organization. So how can you help them navigate roles that are becoming more challenging in organizational structures blossoming with complexity? We’ve compiled data from four different studies that looks at what health care leaders are facing, what they say would make the greatest difference—and the key leadership differentiators for organizational success.

Change Sets the Agenda Health care leaders feel the impact of change and are looking for the skills to manage it. 1 2 3 4 5 6 7 8 9 1 Highest Highs, Lowest Lows, 2012 Driving and managing change Executing organizational strategy Building customer satisfaction and loyalty Identifying and developing future talent Coaching and developing others Making difficult decisions Fostering creativity and innovation Improving employee engagement 63% 52% 34% 37% 32% 28% 29% 38% 29% 36% 28% 23% 26% 28% 25% 24% Health Care Other U.S.

Culture Fit a Top Priority As physician leaders hire, examining motivational and culture fit is critical for building a successful team. 3 4 5 6 7 8 9 2 63% 60% 53% 46% 34% 17% Culture fit Patient focus Clinical skills Team orientation Education Residency evaluations 1 2 HR Responses to importance of these criteria. HR in a Tug O’ War with Talent, 2011/2012

8 9 3 Leadership Acceleration isn’t Being Adopted Fast Enough It’s about more than development needed today—it’s also where the organization and the role are headed tomorrow. 3 4 5 6 71 2 Highest Highs, Lowest Lows, 2012 35% Number of organizations that have an effective development system for frontline, mid-level, or senior leadership.

Your Future CMO is Hidden in Your Organization 3 4 5 6 7 8 9 4 1 2 Only 1 in 4 organizations have a process for growing high potentials. Identifying and developing individuals is a requirement for a healthy bench across all leadership roles. Highest Highs, Lowest Lows, 2012

Better Leaders Can Create a Better Patient Experience HCAHPS Study, 2011 3 4 5 6 7 8 9 5 1 2 There was a parallel between hospitals in the top tier of HCAHPS scores and those who had the highest leader quality. High or Very High Very Low or Low 40% 16% 21% 45% % of hospitals in top tier of all HCAHPS scores % of hospitals in bottom tier of all HCAHPS scores

(not so) EFFECTIVE LEADERSHIP SUCCESSION Bench Strength Confidence Low Only 10 percent of HC organizations felt they were successful in succession—staggering when you consider retirements and changes across the industry. 1 2 3 4 5 6 7 8 9 6 10% 19% Health Care Other U.S. Highest Highs, Lowest Lows, 2012

The climb up the ladder may create negative emotions due to change in role and expectations. These feelings are even more acute for health care leaders. Leaders Face Mixed Emotions Over Transitions DDI Leadership Transitions Data of health care leader respondents, 2013 1 2 3 4 5 6 7 8 9 7 29% 71% Frustrated, anxious and uncertain Confident, excited, and proud

34% business acumen 39% financial acumen 39% ability to drive change 42% ability to coach others 44% ability to deal with complexity/ ambiguity Promotions Requires More than a Larger Paycheck Health care leaders said these skills would have helped them make a more successful transition. 1 2 3 4 5 6 9 8 DDI Leadership Transitions Data of health care leader respondents, 2013 7 8

There is a wide gap between the top tier HCAHPS scores and the bottom tier when it comes to management culture. Management Culture Trickles Down to Patient Satisfaction 1 2 3 4 5 6 7 8 9 9 HCAHPS Study, 2011 Power and influence held by those who value innovation and change Employees/leaders have the opportunity to innovate/create Status & influence is based on ability to lead, contributions, & performance We have open, vigorous, and uncensored discussions around strategy and key business decisions We balance our focus on growth with a commitment to sustainability and socially significant goals Organizational structure is fluid, flexible, and nimble 81% 59% 56% 36% 67% 47% 40% 22% 78% 61% 51% 34% % of leaders in top-tier hospitals who agree with statement % of leaders in bottom-tier hospitals who agree with statement

Nine Game Changing Stats for Today’s Physician Leader Sources 1 2 3 4 5 6 7 8 9 9 Highest Highs, Lowest Lows: Health Care Industry Highlights 2012 Taken from a segment of DDI’s Global Leadership Forecast 2011, of 67 HR professionals and 756 leaders in U.S. health care organizations. Driving Health Care Patient Satisfaction (HCAHPS) Through Talent Management Practices, 2011 Data from HCAHPS scores for the 47 hospitals that participated in DDI’s Leadership Forecast along with responses from those organizations on their leadership programs. HR in a “Tug o’ War” with Talent - 2011/2012 Selection Trends in Health Care Data includes responses from 528 people who are currently employed by or seeking a job with a health care organization and 110 HR professionals who are currently employed in a health care organization. DDI’s Leadership Transitions Data, 2013 Data from 41 U.S. health care leaders (slice of total leader responses of 577) who have made a leadership transition in the last 3 years.

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