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“Effective leadership is not about making speeches or being liked. Leadership is defined by results not attributes.” – Peter Drucker

www.LeysonReport.com

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“To give anything less than your best, is to sacrifice the gift.” – Steve Prefontaine

Many healthcare leaders I’ve spoken to both in the U.S. and abroad generally feel that their health system or organization is on a good path to compete in the local market. Few of them

however would disagree that their operational model is in need of change and disruption.

“Do you have the skills and competencies to lead the change in healthcare?” The Leyson Report actively searches widely for models of executives who have

successfully disrupted their own organizations. Here are some of the challenges facing executives and why it is important to address them:

• Healthcare Rising Costs – Research reveals that healthcare costs and spending continue to rise at rates above inflation. Leaders must find alternatives to combat the rising cost of care.

• Pharmacological and Technical Advances - Today’s health organizations are facing physician shortages and need “low-cost alternatives to office visits”. There is a shift from the traditional office visits and prescreening in favor of virtual and cyber doctor patient interactions he rapid change requires leaders to acquire and develop methods for maintaining and accessing private sessions and data of patients.

• Leadership Development - Healthcare leaders must take steps to assess, develop and fine tune key personal and professional skills to remain proficient. The future will require healthcare leaders to take more of a hands-off approach; involve patients more in personal care; offer alternatives to current practice and make themselves and staff available to forms of communicating with the patient without a trip into the office.

• Ethical Practices - Healthcare leaders must ensure their behavior and their employees are above reproach. Leaders must understand the success of the organization heavily rely on their ethical behavior. Building trust earns money and funding and reduces unnecessary liability costs for the agency.

• Strategic Vision - Healthcare leaders must be able to provide direction and guidance to organizations about roles, responsibilities, and functions, communicating strategies everyone can understand and follow. Leaders must build a collaborative environment whereby everyone is involved in the process of developing strategies to help overcome the challenges as they arise. Staying abreast of the changes and implementing a plan of action will create successes for healthcare leaders and their organization for

References: Information was provided by the Society for Human Resource Management “Managing Health Care Costs Jan 11, 2017” article. Retrieved from The Office of the Actuary at the Centers for Medicare and Medicaid Services estimates that aggregate health care spending in the US U.S. National Library of Medicine Health Services Research Central. https://www.nlm.nih.gov/hsrinfo/grantsites.html Information retrieved from the Center for Medicare & Medicaid Services “Regulations and Guidance”. Retrieved from https://www.cms.gov/CCIIO/Resources/Regulations-and-Guidance/index.html

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“Mastery is great, but even that is not enough. You have to be able to change course without a bead of sweat, or remorse.” – Tom Peters

Complimentary Leadership Assessment & Webinar

Even the best healthcare leaders need to know how they compare against their peers across the globe. Receive a complimentary leadership assessment and webinar and evaluate your skills by taking the Global Healthcare Management Competency Self-Assessment. Part 1: This is a self-assessment instrument that is designed to help healthcare managers identify their individual management and leadership competencies. This self-assessment has two parts, the first allows you to score the competencies required by your current position and the second allows you to score your level of competency for each area. Once completed we will review the results and make recommendations based on your own assessment and review – International Hospital Federation. Part 2: We will review the areas where you excel most as well as the most challenging and develop a strategy to close the gap and improve the skills needed to take your leadership to the next level. Part 3: Recommendation of competencies based on assessment results and findings of webinar.

Copyright @2011. Center for Values Driven Leadership. All Rights Reserved

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“The hardest person you will ever have to lead is yourself.” – Bill George

Competency Training Modules Accountability – Set team accountability. Follow through on commitments, act with clear ownership, take personal responsibility for decisions, actions and failures, establish clear monitoring processes and results, design feedback Business of Healthcare – Understand how the business works and how the organization earns money, keep up with trends, threats, competition, policies, practices, opportunities in the marketplace both public and private. Communication – Become effective in one-on-one, small and large groups and among diverse styles and position levels. Listen attentively to others, Adjust and fit to audience. Provide timely information, encourage expression. Conflict Management – See opportunity in conflict. Work out tough agreements and settle disputes. Integrate diverse views and find common ground or acceptable alternatives. Settle differences in productive ways. Customer Focus – Gain insight into customer or patient need. Identify opportunities that benefit the customer. Build and develop solutions that meet customer expectations. Establish and maintain effective customer relations. Decision Quality – Make sound decisions even in the absence of information. Use a mixture on analysis, wisdom, experience and judgement in making decisions. Consider all factors. Recognize when 80% solution will suffice. Develop Talent – Place high priority on developing other leaders. Develop others through coaching, feedback, exposure and stretch assignments. Align employee goals with organizational objectives. Encourage growth. Emotional Intelligence – Learn how to develop more self-awareness and social-awareness, empathy, become better at decision making under pressure, become better at dealing with emotions, take the EQi 2.0 assessment. Engagement – Structure work so it aligns with staff goals and motivators. Empower staff. Recognize the contributions of staff to make them feel important. Invite input, share ownership. Connect motivators with goals. Finance – Understand the meaning and implications of key financial indicators. Use financial analysis to generate, evaluate and act on opportunities. Integrate quantitative and qualitative information to draw accurate conclusion. Global Perspective – Look towards the broadest view of an issue or challenge. Think and speak in global terms. Understand the position of the organization within a global context. Know the impact of global trends. Innovation – Come up with useful ideas that are better and unique. Introduce new ways at looking at problems. Integrate creative ideas for process or service improvement into the clinical practice setting. Nurture innovation. Results Driven – Develop a strong bottom line orientation. Persist in accomplishing objectives despite obstacles and setbacks. Develop a track record of exceeding goals successfully. Push yourself and others to achieve results. Strategic Mindset – Anticipate future trends and implications accurately. Articulate credible visions of possibilities that will create sustainable value. Create competitive breakthrough strategies that connect with vision and goals. Vision & Trust – Create milestone to rally buy-in behind vision. Create organization wide energy and optimism for the future. Practice what you preach. Show consistency with words and action. Show commitment to vision.

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“Some people want it to happen, some wish it would happen, others make it happen.” – Michael Jordan

Stanford Graduate School of Business & School of Medicine Executive Education - Innovative Healthcare Leader – Design Thinking and Leadership

European Institute of Technology Health, IESE Business School, Copenhagen Business School, Imperial College Executive Education - Advanced Management Program in Health Innovation

Co-Organizer, AMP Health Innovation Workshop CEO’s from all sectors of healthcare (hospital, pharma, tech, business) St. James Hospital, Dublin, Ireland – April, 2018. HP 3-D Printing, Roche, IESE, Barcelona – October, 2018

Kaiser Permanente – Southern California Permanente Medical Group LEAD Award – Leadership Exceptional Achievement Distinction, May 2017 Department Administrator, SCAL Regional Coordinating Administratory, SCPMG DA Advisory Board Member

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“If you believe in what you are doing, then let nothing hold you up in your work. Much of the best work of the world has been done against

seeming impossibilities. The thing is to get the work done.” – Dale Carnegie

Michael Leyson, MBA comes in with innovative ideas to help leaders drive performance and innovation

in healthcare. He spent 15 years at Kaiser Permanente, 12 years managing operations for surgical

services in Southern California as well as leading the regional group of Urology administrators. I worked

with physicians and senior leaders to integrate best practice, technology, and process innovation into

the clinical practice setting. In May 2017, I was honored with the Leadership Exceptional Achievement

Distinction, the highest recognition for administrative leaders within the Southern California

Permanente Medical Group. He is a top international healthcare consultant and founder of The Leyson

Report whose vision is global, one where health systems are lead and supported by individuals who

consistently work towards their highest potential to create transformational change and improve the

lives of the communities they serve. Out of the need to support, encourage and help leaders drive

performance and innovation at the strategic level, he has helped physician entrepreneurs scale medical

technology into the practice setting. He is the co-organizer of a health innovation workshop based in

Europe, comprised of executives and directors from hospital, pharma and technology that focuses on

leadership challenges and innovation.

WWW.LeysonReport.com michaelleyson@gmail.com +1.714.262.5577