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L Siedlick2009 Film Final
 

L Siedlick2009 Film Final

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    L Siedlick2009 Film Final L Siedlick2009 Film Final Presentation Transcript

    • Creating a High Performance Laboratory 2009 Frontiers in Laboratory Medicine Birmingham, UK January 28-29, 2009 Larry Siedlick, CEO Sunrise Medical Laboratories 1
    • 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
    • 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
    • “And now, for something completely different” – Monty Python (Famous English Philosophy Group)
    • High Performance – Rule #1 Welcome to Healthcare No Whining Please “It’s not supposed to be easy” © 2007 by Larry Siedlick 4 of 33
    • 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
    • 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
    • “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
    • 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
    • “Languaging” My Passion “My passion is to revolutionize leadership in a way that would allow us to significantly alter the future.” 9 of 33
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • How do we get the right people and get them working? Thru Leadership that is … • Effective • Passionate • Emotionally Intelligent 20 of 33
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • Does all this Cultural Stuff really lead to High Performance? You Decide 30 of 33
    • 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
    • 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
    • Contact Information Larry Siedlick Sunrise Medical Laboratories 240 Motor Parkway Hauppauge, NY 11788 Email:Lsiedlick@sunriselab.com Phone 631-435-1515 33 of 33