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"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy
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"Leadership in the Modern Pathology Environment" - 2009 Siemens Academy

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  • 1. Leadership in the Modern Pathology Environment Larry Siedlick CEO Sunrise Medical Laboratories - USA SIEMENS ACADEMY May 5TH – 7TH 2009
  • 2. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 3. Sunrise Medical Laboratories 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 SIEMENS ACADEMY May 5TH – 7TH 2009
  • 4. Market Share of Lab Testing 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 SIEMENS ACADEMY May 5TH – 7TH 2009
  • 5. Laboratory Leadership Defined Lead·er·ship [lee-der-ship] – noun - the ability to guide, direct, or influence people Based on that definition – “Who are the leaders in your laboratory?” Leadership - not to be confused with management. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 6. Challenges Facing Laboratory Leadership Control demand for tests and stop unnecessary testing Improve delivery of the service Shrinking Talent Pool Less Financial Resources Services may be competitively awarded Could mean only low price wins Future Consolidation of Laboratories SIEMENS ACADEMY May 5TH – 7TH 2009
  • 7. Challenges Facing Laboratory Leadership New Quality Metrics Training/Career Paths for laboratory staff Maintain existing staff expertise across services Customers are more demanding Who is the customer – clinician, patient, government? Developing organization-wide Customer Service Culture Leading staff through CHANGE to higher performance Finding the single magical “Silver Bullet” that can fix all of the above. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 8. “And now, for something completely different.” - Monty Python – Famous English Philosophy Group SIEMENS ACADEMY May 5TH – 7TH 2009
  • 9. Lab Leadership – Rule # 1 Welcome to Healthcare No Whining Please “It’s not supposed to be easy” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 10. Lab Leadership Rules 2 and 3 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 “The only easy day was yesterday.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 11. Today’s Goal “Scratch the Surface of Understanding” Purpose and Passion - Role in Leadership and Performance Leading the Way to High Performance Leadership Responsibility Basic Characteristics of Leadership Perception vs. Reality Competencies to Lead What is the “Meaning of Life? “ And other small stuff you probably already know SIEMENS ACADEMY May 5TH – 7TH 2009
  • 12. “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.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 13. Passion’s Role in Leadership New Organizations/Projects: Rarely without passion Mature Organizations/People: Passion can be lost in the quot;operationalization“ Are you quot;passion-challenged?“ 50% of leaders struggle with maintaining the passion. Question: ‘Can we really evoke a strategy, a compelling saga, if our leadership is passionless?’ _____________________________________________________________________________ “One person with passion is better than 40 people who are merely interested.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 14. Re-Discover Your Passion 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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 15. “Languaging” My Passion “My passion is to revolutionize leadership in a way that would allow us to significantly alter the future.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 16. Passionate Leadership to Achieve High Performance Be purpose-driven People 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 _______________________________________________________________ quot;High-performance organizations are purpose-driven, while all others just operate day by day.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 17. Leadership DNA Survey of 300 CEOs Worldwide quot;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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 18. Connecting the Dots… to Having the “Right People” 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.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 19. Hire/Promote 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/promote people for what they know… then they fire them for who they are Spend more time in the hiring/promotion 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.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 20. Customer Service Culture “Why is it so hard for some lab staff?” One Possible Theory Technically Driven Culture vs. Customer Driven Culture Lab Leadership – Total Commitment to Internal and External Customers Leaders must recognize they set the tone for service culture Then – Leaders must set the tone with “ruthless consistency” ___________________________________________________________________ “Hello, this is a recording, you’ve dialed the right number, now please hang up and don’t do it again.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 21. Lab Leadership Culture at Sunrise “Customer Service Culture by Example” #1 Priority is our Internal Customers Management recognizes our staff as customers Strong emphasis on both teamwork and responsiveness to individuals ALL levels of management are accessible and place 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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 22. How Leaders Motivate 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 Listening tells you what staff needs (“Perception is Reality”) Act on staff ideas and suggestions that make sense SIEMENS ACADEMY May 5TH – 7TH 2009
  • 23. Other Leadership Things That Get People Working Provide Opportunities for Growth Within the position and, if possible, beyond the position Empathic 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 SIEMENS ACADEMY May 5TH – 7TH 2009
  • 24. How do leaders get the right people working? Thru Leadership that is … Effective Passionate Emotionally Intelligent SIEMENS ACADEMY May 5TH – 7TH 2009
  • 25. Emotional Intelligence for Leaders “With Apologies to Daniel Goleman” Key Traits of High Emotional Intelligence Optimism Self-Awareness Empathy Impulse Control Reality Check SIEMENS ACADEMY May 5TH – 7TH 2009
  • 26. 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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 27. Basic Leadership 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” (Leaders choose and deliver their words carefully) Punctuate these words quot;woman without her man is nothingquot;. Men wrote: quot;Woman, without her man, is nothing.quot; Women wrote: quot;Woman! Without her, man is nothing.quot; SIEMENS ACADEMY May 5TH – 7TH 2009
  • 28. Leading the Change “Change is good – you go first.” – Dilbert - famous American philosopher 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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 29. The Role of a Leader “The future isn’t what it used to be.” 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 Find your staff and external customer’s pain and develop new processes or services to relieve it. Ensures that the strategic direction of the laboratory aligns around the staff’s and customer’s pain SIEMENS ACADEMY May 5TH – 7TH 2009
  • 30. The Role of a Leader in High Performance Organizations Coach, teacher to your direct reports Culture of learning at all levels Learn and Teach the big picture perspective no matter what your position Learn and Teach some basic financial/budget facts so you and your staff understands what is really happening from a financial standpoint. Investor Treat your organization (and your career) 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 you and people Student for Life Stay active in some form of continued professional development SIEMENS ACADEMY May 5TH – 7TH 2009
  • 31. Organizational Trust Theorem “The level of motivation in an organization can never rise above the level of trust.” The staff … Accepts and executes decisions even if they don't fully understand them Gives up short-term benefits for long-term, mutually beneficial rewards Shares the burden in difficult times Responds with understanding to work emergencies Invests their ideas and suggestions in the future SIEMENS ACADEMY May 5TH – 7TH 2009
  • 32. Leading Your Team‘s Creative Energy An inspiring purpose A sense of urgency that is shared by all A quot;we're all in this togetherquot; attitude Goals that broaden people‘s abilities A belief that teamwork can meet these goals Know what your team really wants _____________________________________________ “If you obey all the rules, you miss all the fun.” SIEMENS ACADEMY May 5TH – 7TH 2009
  • 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. SIEMENS ACADEMY May 5TH – 7TH 2009
  • 34. Does all this “Lab Leadership Stuff” really work? You Decide SIEMENS ACADEMY May 5TH – 7TH 2009
  • 35. Leadership Results at Sunrise 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 SIEMENS ACADEMY May 5TH – 7TH 2009
  • 36. 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 Contact Information: Larry Siedlick Sunrise Medical Laboratories Email:Lsiedlick@sunriselab.com Phone 631-435-1515 SIEMENS ACADEMY May 5TH – 7TH 2009

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