Leadership in the New Health Care World of Local Health Integration - PowerPoint PPT Presentation

“Leadership in the New Health Care World of Local Health Integration Networks” Presented at the : National Healthcare Leadership Conference 2007 Presented by : Mimi Lowi-Young, M.H.A., Dip. Bus. Admin., FACHE, FCCHSE Chief Executive Officer Central West Local Health Integration Network 1

Outline • What are the leadership competencies for LHIN leaders? • What drives the reality in health care leadership? • What culture needs to exist in the LHIN environment to be successful? 2

Health Care Leadership Competencies • Three key categories capture the complexity and dynamic quality of the health leader’s role and reflect the dynamic realities in health leadership today: – Transformation – Execution – People 3

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Transformation • Visioning, energizing, and stimulating a change process that unites communities, patients, and professionals around a new care system Competencies include : – Achievement Orientation – Analytical Thinking – Community Orientation – Financial Skills – Information Seeking – Innovative Thinking – Strategic Orientation 5

Execution - A Discipline • Translating vision and strategy into optimal organizational and system performance Competencies include: – Accountability – Change Leadership – Collaboration – Communication Skills – Impact and Influence – Driving Results 6

Execution – Initiative – Information Technology Management – Organizational Awareness – Performance Measurement – Process Management/Organizational Design – Project Management 7

People • Creating an organizational climate that values employees from all backgrounds and provides an energizing environment Competencies include: – Human Resources Management – Interpersonal Understanding – Professionalism – Relationship Building – Self Confidence – Self Development – Talent Development – Team Leadership 8

“ We can’t solve problems by using the same kind of thinking we used when we created them” Albert Einstein 9

Leadership Competencies for LHIN Leaders • Leadership: – Seeing oneself as providing leadership from forming a top team that possesses balanced capabilities to setting the mission, values, and norms, as well as holding the team members accountable individually and as a group for results – Collectively creating a compelling vision 10

Leadership Competencies for LHIN Leaders Systems Focus and Client-Centred: • Aligning one’s own and the organization’s priorities with the needs and values of the communities • Consistent commitment to “people” 11

Leadership Competencies for LHIN Leaders • Systems Thinking: – Considers the impact of decisions on the rest of the organization & other organizations – Takes responsibility for building loyalty and commitment throughout the LHINs – Applies complex concepts, develops creative solutions, or adapts previous solutions in new ways 12

Leadership Competencies for LHIN Leaders • Collaboration: – Working cooperatively with others as part of a team or group – Demonstrating positive attitudes about the team, its members, and its ability to “execute” 13

Leadership Competencies for LHIN Leaders • Negotiation: – Communicating strategic intent in ways that motivates and engages others and provides clarity and direction – Communicating in a clear, logical, and transparent manner • persuading and convincing others (individuals or groups) to support a point of view, position, or recommendation – Psychology of listening and communicating – “GETTING TO YES” 14

Leadership Competencies for LHIN Leaders • Relationship Building: – Establishing and sustaining professional contacts – Building networks with individuals who share similar goals and interests 15

Leadership Competencies for LHIN Leaders Tolerance for Ambiguity: – The ability to quickly adapt to the rapidly changing environment 16

Current Challenges/Opportunities The health care system issues: – Best use of resources – Changing directions – “Customer” focus – Great demands for technology and quality – Demands on capacity – Uncertainty – Ability to adapt in a rapidly changing environment 17

Creating a Sustainable Healthcare System • When we create an accessible, effective and sustainable public health care system that meets the needs of our communities, we are creating a brand new culture – This culture is a crucial variable in the management of a new system’s performance, and is very important in achieving our goal 18

A New Culture in the LHIN Environment • Person-focused approach • Community-focused • Transformation • Integration • Accountability 19

Local Leadership in the New Health Care System • LHINs are moving from a model based on programs to a model based on functions – For the transformation to be successful, identifying key leadership competencies for leaders in the changing health sector environment is critical 20

Transform: Organizational Leadership to Community Leadership ORGANIZATIONAL COMMUNITY Hierarchical Inter-Organizational Taking Charge Providing Catalyst Right Answer Right Question Follower Efforts Coordinated Action Responsibility for Strategy & Responsibility for Community Tasks Outcomes ** (J. Connor, CEO, Collaboratory for Community Support) 21

Readiness to Respond • Awareness of Complexity • Skills Development • Strength of Tradition • Emotional Preparedness • Reflection • Symbols • Confidence/Conviction ** (Sister Elizabeth Davis, Former CEO, Health Corporation of St. John’s, Newfoundland) 22

Questions? THANK YOU! Mimi Lowi-Young, CEO Central West LHIN (905) 455-1281, ext. 211 mimi.lowi-young@lhins.on.ca www.centralwestlhin.on.ca 23