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

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“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

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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?

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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

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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

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Execution - A Discipline

• Translating vision and strategy into optimal
• rganizational and system performance

Competencies include:

– Accountability – Change Leadership – Collaboration – Communication Skills – Impact and Influence – Driving Results

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Execution

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

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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

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

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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

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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”

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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

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Leadership Competencies for LHIN Leaders

• Collaboration:

– Working cooperatively with others as part

• f a team or group

– Demonstrating positive attitudes about the team, its members, and its ability to “execute”

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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”

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Leadership Competencies for LHIN Leaders

• Relationship Building:

– Establishing and sustaining professional contacts – Building networks with individuals who share similar goals and interests

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Leadership Competencies for LHIN Leaders

Tolerance for Ambiguity:

– The ability to quickly adapt to the rapidly changing environment

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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

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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

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A New Culture in the LHIN Environment

• Person-focused approach
• Community-focused
• Transformation
• Integration
• Accountability

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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

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Transform: Organizational Leadership to Community Leadership

COMMUNITY Inter-Organizational Providing Catalyst Right Question Coordinated Action Responsibility for Community Outcomes

** (J. Connor, CEO, Collaboratory for Community Support)

ORGANIZATIONAL Hierarchical Taking Charge Right Answer Follower Efforts Responsibility for Strategy & Tasks

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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)

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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