leadership

1. Developing Our Leaders –
Creating a Foundation for Success

2. Building Leadership Capability
Future
Leadership
Requirements
interventions
to fill the
gaps
Current
Leadership
Capabilities
UMHS Strategic Plan
Interventions to
fill the
Gaps

3. UMHS Leadership Development
Talent Building
Succession
Planning
Faculty/Staff
Development
Performance
Management
Planning
Leadership Philosophy
& Strategic Goal
Alignment
Leadership
Competencies
Compensation
and Rewards

4. UMHS Leadership Development
 Talent Building – Interview and hire leaders
based on demonstration of the competencies
 Performance Management – Identify
competencies to enhance current and future
performance, and align behaviors with
outcomes
 Development – Provide training, coaching,
work assignments to learn or expand skills
 Succession Planning – Identify competencies
required for success and match with talent
pool

5. Competency - Definition
A characteristic and measurable
pattern of knowledge, skill and
ability, demonstrated through
behaviors, which underlies and
drives exceptional performance.

6. Primary Goal
To establish leadership competencies which
 will be applicable across all the components of
our mission,
 will resonate with all administrative and faculty
leadership groups within UMHS, and
 are aligned with the UMHS Strategic Goals.

7. Mark Hannum - Consultant
Leadership
Development
-
Organi-
zational
Change
Human
Resource
Systems
Linkage
Professional
Services

8. Focus
Groups
Web
SurveyInterviews

9. Definition of Leadership
Leadership at UMHS is the ability
to achieve exceptional results by
transforming the organization and
developing people to create the
future.
Vision: To Create the Future of Healthcare Through Discovery

10. Guiding Principles of Leadership
 Leaders build consensus on and
communicate clear, institutionally-aligned and
challenging direction.
 Leaders recruit, develop, mentor and engage
teams of collaborative, talented people.
 Leaders include and respect all individuals
and groups.
 Leaders encourage intelligent risk taking

11. Guiding Principles, cont.
 Leaders encourage thoughtful experiments in
everyday work to foster innovative and
creative initiatives.
 Leaders go see to gain first-hand knowledge
of their organization’s processes and
problems.
 Leaders ask ‘why’ to learn more about
causes of problems in order to mentor others’
problem solving.

12. Guiding Principles, cont.
 Leaders understand that the health and
safety of our patients, faculty, staff and
students are the heart of our work.
 Leaders demonstrate the highest level of
integrity and ethics in all they do and say.
 Leaders understand market and industry
trends, championing business initiatives and
relationships to remain market competitive.

13. MISSION
• Creates Value for Those We
Serve
• Visions and Innovates
• Leads Change
EXECUTION
• Achieves Result
• Solves Problems
• Aligns Culture
Creating the Future of Health Care Through Discovery
VALUES
VALUES
PEOPLE
• Fosters & Promotes Diverse
Teams
• Collaborates & Builds
Inclusive Relationships
• Coaches & Develops Others
MISSION
• Creates Value for the Diverse
Communities We Serve
• Creates a Shared Vision
• Leads Innovation & Change
SELF
• Adapts
• Acts with Courage & Confidence
• Communicates
EXECUTION
• Achieves Results
• Solves Problems
• Aligns Culture

14. Mission Domain
 UMHS leaders demonstrate institutional
responsibility placing UMHS goals as
primary. They speak openly and with
conviction about their guiding vision and
values. They put those whom they
serve (patients, families, staff, faculty,
learners, etc.) first, leading change to
promote equity and inclusion for all.

15. Mission
Creates Value for the Diverse
Communities We Serve
Creates a Shared Vision
Leads Innovation & Change

16. People Domain
UMHS leaders recruit, select, train,
develop, and manage people. They
engage people to evoke excellence
in all they do. They encourage
people to practice healthy
behaviors. Leaders build leaders.
Leaders build teams with common
goals and interdependence.

17. People
Fosters & Promotes Diverse Teams
 Collaborates and Builds Inclusive
Relationships
Coaches and Develops Others

18. Execution Domain
UMHS leaders are strong in
achievement and practice what
they teach. They go and see to
grasp the situation or problems.
They plan experiments to
achieve results based on root
causes. They check and adjust
regularly.

19. Execution
Achieves Results
Solves Problems
Aligns Culture

20. Self Domain
UMHS leaders are emotionally
intelligent and practice self-
reflection. They are aware of their
guiding values, and their biases.
They assume they do not know the
best course of action. They can
break down a complex situation
into manageable chunks. Leaders
model healthy behaviors.

21. Self
Adapts
Acts with Courage and Confidence
Communicates

22. Professional Development
Planning Tools
Individual Development Plan
Leadership Development
programs
360° Feedback Process
Performance Planning Process
Interviewing Guides

23. 360º Assessment & Feedback
 Linkage to customize 360º assessment tool in
Fall 2013
 Identify leaders for phased implementation in
FY2014
 Identify and train HR Consultants as
Feedback Facilitators by end of 1Q2014
 Establish schedule for FY2014
 Use new instrument in Linkage Leadership
Institute by Spring 2014

24. What Do I Do?
 Familiarize yourself with the Model
 Assess yourself in each of the Competencies
 Review your Performance Plan
 Align Competencies with your KARs
 Complete your Development Plan
 Discuss with your supervisor and trusted
advisor(s)
 Implement an agreed upon plan
 Help your leader direct reports complete their
Development Plans

25. Resources
 HR Website/Confluence
 Leadership Performance Plan & Evaluation
 Leadership Development Plan
 Job Responsibilities (KARs) by level of
supervision - Generic
 Sample activities and behaviors by
Competency
 Leadership Competency Toolkit
 Behavioral Based Interview Guide

26. Questions???