L Siedlick2009 Film Final


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L Siedlick2009 Film Final

  1. 1. Creating a High Performance Laboratory 2009 Frontiers in Laboratory Medicine Birmingham, UK January 28-29, 2009 Larry Siedlick, CEO Sunrise Medical Laboratories 1
  2. 2. Sunrise Overview • Located Just Outside New York City • Founded in 1972 as Local Community Lab • Comprehensive Clinical/Anatomical Services • Approximately 400 Staff • ~ 1.7 million patient encounters annually • Became part of Sonic Healthcare July 2007 2 of 33
  3. 3. Physician Office Market Share in the New York City Area Other labs Enzo 10% 3% Bio-Reference 12% Sunrise 6% Quest 62% LabCorp 7% Source: Laboratory Economics January 2007 Estimated Total Market Size = $ 1 billion 3 of 33
  4. 4. “And now, for something completely different” – Monty Python (Famous English Philosophy Group)
  5. 5. High Performance – Rule #1 Welcome to Healthcare No Whining Please “It’s not supposed to be easy” © 2007 by Larry Siedlick 4 of 33
  6. 6. High Performance– Rule #2 “Leadership Matters” Rule #3 • Rules 1 & 2 applies to ALL organizations  Private for profit  Not-for profits  Government  Unionized  Non-unionized  Large and small organizations 5 of 33
  7. 7. Today‟s Goal “Scratch the Surface of Understanding” • Purpose and Passion - Role in High Performance • Connecting the Way to High Performance • Leadership Responsibility • Basic Characteristics of Senior Leadership • Perception vs. Reality • Competencies to Lead • What is the “Meaning of Life? And other small stuff you probably already know 6 of 33
  8. 8. “What is the Meaning of Life?” • What is your organization‟s purpose?  Not to be confused with “what you do” • Lab tests influence ~70% of all medical decisions • Purpose inspires people • Passion – Powerful magnet for talented people • Passionate Workplace = Passionate Performance ____________________________________________________________________________________________ “We provide advanced medical laboratory services to prevent, diagnosis and treat medical diseases to positively impact human health.” 7 of 33
  9. 9. Passion‟s Role in a High Performance Organization • New Organizations/Projects are rarely without passion • Mature Organizations/People: Passion can be lost in the "operationalization“ • Are you "passion-challenged?"  50% of senior executives struggle with maintaining the passion.  Question: „Can I really evoke a strategy, a compelling saga, if my leadership is passionless?‟ • Where do you look if your passion is lost?  Introspection  Define what we are passionate about because we are language beings.  “Languaging passion” makes clear in our own minds what we are up to, and to be able to articulate it to others. 8 of 33
  10. 10. “Languaging” My Passion “My passion is to revolutionize leadership in a way that would allow us to significantly alter the future.” 9 of 33
  11. 11. Some Challenges Facing Laboratory Leadership • Control demand for tests and stop unnecessary testing • Improve delivery of the service  Customers are more demanding  Who is the customer – clinician, patient, government?  Developing organization-wide Customer Service Culture • Services may be competitively awarded  Could mean only low price wins • Future Consolidation of Laboratories 10 of 33
  12. 12. Some Challenges Facing Laboratory Leadership • New Quality Metrics • Training/Career Paths for laboratorians • Maintain existing staff expertise across services • Shrinking Talent Pool • Less Financial Resources • How to ask staff for a higher level of performance  Searching for the magical “Silver Bullet” 11 of 33
  13. 13. Connecting the Dots to High Performance Culture • Attracting/motivating the right people … requires great organizational culture… • Great Organizational Culture is … determined and driven by great leadership… • Great leadership … worked on EVERYDAY... • Everyday … the laboratory offers new opportunities to lead ____________________________________________ “ Attracting, retaining and motivating good people is directly proportional to your organization‟s culture.” 12 of 33
  14. 14. Attracting the Right People “Hiring for Dummies” • Being customer service minded and a hard worker are personality traits and NOT learned technical skills. • Most organizations hire people for what they know… then they fire them for who they are • Spend more time in the hiring process finding out who people are • Hire for behavior; train for performance ____________________________________ “To select the wrong person for a job is a common mistake; not to remove them is a fatal weakness.” 13 of 33
  15. 15. Customer Service Culture “Why is it so hard for many laboratories?” One Possible Theory • Technically Driven Culture vs. Customer Driven Culture • Management – Total Commitment to Internal and External Customers 14 of 33
  16. 16. Service Culture at Sunrise “Top Down Philosophy” • #1 Priority is our Internal Customers  Management recognizes our staff as customers  Strong emphasis on both teamwork and responsiveness to individuals  Senior Management is accessible and places strong emphasis on work environment • “Perception is Reality” We understand that our staff‟s perception of culture is their reality – no matter what we think. 15 of 33
  17. 17. What Motivates Staff to High Performance “A million things to do in your spare time” • Giving Verbal and Visual Recognition  Say thanks to someone everyday  Smile - Keep the workplace friendly  Give recognition in front of peers  Walk the 4 Corners  Praise someone everyday  Give credit where credit is due  Non-monetary awards • Asking Questions and Listening Carefully  Listen to your staff. Listening tells you what staff needs (“Perception is Reality”)  Listen to staff ideas and act affirmatively on those suggestions 16 of 33
  18. 18. Other Things That Get People Working • Opportunities for Growth  Within the position and, if possible, beyond the position • Empathetic and Thoughtful Leadership • Do what you say you're going to do • Keep all your promises • Involves staff in decisions that directly affect them • Go out of your way to help staff • Be sympathetic to personal problems 17 of 33
  19. 19. How do we get the right people and get them working? Thru Leadership that is … • Effective • Passionate • Emotionally Intelligent 20 of 33
  20. 20. Passionate Leadership to Achieve High Performance • Be purpose-driven  People will follow and embrace that passion and purpose as their own • Know your people  Leaders know the people who work for them  Commit to developing skills and helping them reach their full potential  People want to contribute meaningfully; create an environment where they can do so. • Get people involved  Participation vs. “Following Orders”  Creates a personal interest in the decisions  Enable people to contribute ______________________________________________________________________________________________________________ "High-performance organizations are purpose-driven, while all others just operate day by day.” 18 of 33
  21. 21. Is Leadership Genetic? Survey of 300 CEOs Worldwide • "Is leadership predominantly something you are born with or something that you develop through experience?“ • 40% said leadership was born • 60% said it was gained through experience • “What they considered to be the most important aspects - - and the most difficult -- of being a leader?” • Most Important: Having the right people was second only to creating vision • Most Difficult: Having the right people just behind maintaining momentum and developing people. 19 of 33
  22. 22. Emotional Intelligence for Beginners “With Apologies to Daniel Goleman” Key Traits of High Emotional Intelligence • Optimism • Self-Awareness • Empathy • Impulse Control • Reality Check 21 of 33
  23. 23. Basic Competencies for High Performance Leadership • Know yourself (Self Awareness)  Leaders serve to remind people what is most important, but first they must know what's important to them. • Be optimistic and empathic (Social Awareness)  You set the tone for those around you. • Connect with others (Relationship Management)  Understand what makes your staff perform at their best and what they need to help the organization succeed. • Self Control of, and responsibility for, your actions (Self Management)  Assume responsibility yourself. 22 of 33
  24. 24. Basic Competencies (Continued) “Vision without action is daydreaming.” • Make timely decisions  Make a sound decision and move on. • Communicate  Perhaps a leader's most significant function - the good news and the bad.  “Intent vs. Impact” • Develop a vision  Leader's job is defining the vision for others and inspiring them to follow. 23 of 33
  25. 25. Leading the Change to High Performance “Change is good – you go first.” - Dilbert Guide people toward the desired objective: • Say what you mean. Be straightforward and credible. People who understand what the leader wants stand a far better chance of working things out on their own. • Empathize, don't disdain. Strive to understand a person's circumstances and help him develop a plan to improve the situation. • Have respect. People should feel responsible for their own actions and ideas. Respect their personal values, rather than forcing your own upon them. 24 of 33
  26. 26. The Role of a Leader in High Performance Organizations • Strategist for Future  Look three years out into the future  Ask the most important strategic question: “How will our organization survive and improve in the future?” • Ambassador to important staff and customers  Increases staff‟s trust in you and establishes your credibility • Inventor  Finding your staff and external customer‟s pain and develop new processes or services to relieve it.  The inventor function ensures that the strategic direction of the laboratory aligns around the staff‟s and customer‟s pain 25 of 33
  27. 27. The Role of a Leader in High Performance Organizations • Coach, teacher to your direct reports  Culture of learning al all levels  Teach the big picture perspective you have  Teach some basic financial/budget facts so staff understands what is really happening from a financial standpoint. • Investor  Treat your organization as an investment of a life time  Strive to constantly increase it‟s value  Striving to increase value leads you to good decisions and creates a stable work environment for people • Student  Stay active in some form of continued professional development 26 of 33
  28. 28. Organizational Trust Theorem “The level of motivation in an organization can never rise above the level of trust.” • Staff accepts and executes decisions even if they don't fully understand them. • Staff gives up short-term benefits for long-term, mutually beneficial rewards. • Staff shares the burden in difficult times • Staff responds with understanding to work emergencies • Staff invests their ideas and suggestions in the future 27 of 33
  29. 29. Harness Your Team„s Creative Energy Conditions Necessary for Creative Energy • An inspiring purpose • A sense of urgency that is shared by all • A "we're all in this together" attitude • Goals that broaden people„s abilities • A belief that teamwork can meet these goals • Know what your team really wants _____________________________________________ “For 25 years you‟ve paid only for my hands when you could have had my brain for free.” – Retiring General Motors Worker 28 of 33
  30. 30. What People Really Want • Want to feel like members of a great team • Want to know the work they do is necessary • Want to know the work they do is important for the organization's survival. 29 of 33
  31. 31. Does all this Cultural Stuff really lead to High Performance? You Decide 30 of 33
  32. 32. Sunrise Cultural Results • Productivity Metric - Annual Transactions/Full Time Staff Member  Quest is 3,639 and LabCorp is 3,820*  Sunrise is 3,776 • Financial Benchmark – Revenue/Full Time Staff Member  Quest is $151,053 and LabCorp is $143,632*  Sunrise is $206,220 • Financial Results - Similar to Largest US National Labs • High organic growth rates • Low staff turn-over at all levels • High customer retention * LIR April 2007 31 of 33
  33. 33. One Final Theory “The Ultimate Quality Metric” “The quality of a person‟s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavour.” – Vince Lombardi, US Football Coach 32 of 33
  34. 34. Contact Information Larry Siedlick Sunrise Medical Laboratories 240 Motor Parkway Hauppauge, NY 11788 Email:Lsiedlick@sunriselab.com Phone 631-435-1515 33 of 33