www.postersession.com the purpose of this poster is to document some of the lessons learned during...
TRANSCRIPT
www.postersession.com
www.postersession.com
www.postersession.com
The purpose of this poster is to document some of the lessons learned during my first 3 months in a new leadership position at a new institution.
The viewer of the poster should develop an awareness of some of the unique challenges facing a leader who transitions to a new healthcare organization and how to successfully navigate this frequently confusing and occasionally intimidating environment. It is best if you come into the new organization with a well thought out vision and strategy of where you want to take the department and organization. This requires significant preparation and the ability to adjust the plan as needed at a moments notice. You must make sure that the vision and the plan fit within the organizational goals of the institution. Avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way. Different steps—sometimes simultaneously, sometimes sequential—define success in the first three months, from promoting yourself (i.e. taking charge fast) to keeping your balance. Necessity to adapt and change rapidly in new positions. Self-discipline, team building, and the availability of trusted advice and counsel. The breakeven point: the point at which your organization needs you as much as you need the job.
Preparation
Conclusions
Lessons Learned in the First 3 Months of Taking a New Leadership Position in a New Organization
Scott F.M. Duncan, MD, MPH, MBAOchsner Health System New Orleans, Louisiana
Bibliography
One of the most interesting aspects is how people will recognize the need for change, but then when you begin to actually change things, you realize what they really wanted was new ways to do the same old things, which obviously is not changing anything. This is where it is important to align expectations and hold people accountable for either supporting departmental initiatives or sabotaging your initiatives. Transforming a departmental or organizational culture is one of the most difficult things that you will face. No matter how good your strategy is, institutional culture will do its best to chew it up and spit your strategy back at you. The key here is to be flexible, and try to flex that high EQ that hopefully got you the job in the first place. 1. Promote yourself2. Accelerate your learning (get set to learn)3. Match strategy to situation4. Secure early wins5. Negotiate success6. Achieve alignment7. Build your team8. Create coalitions9. Keep your balance10. Expedite everyone
Prepare before you start the jobEncourage low expectations of what you will accomplish
Pick and brief your management teamDetermine your strategic focusImprove the corporate culture
Develop your relationship with the boardCommunicate what you are doingAvoid making common mistakes
1. Your’re in Charge- Now What? By Thomas J. Neff and James M. Citrin2. The New Leader’s 100-Day Action Plan. George B. Bradt, Jayme A. Check, Jorge E.
Pedraza.
Communication is critical to your success, and no matter how many meetings, memos, discussions you think you do, too many will not be enough. People cannot read your mind, and even if your message is consistent and strong, there is always someone who will misinterpret it the first dozen times or so. Prepare mentally and physically (the value of preparation)Craft a strategic agenda (lead a strategic process)Spend time in the right ways
Absorb informationDefine the company’s challengesEstablish credibility and win employees’ trustAssess the senior management teamPrepare yourself emotionally
Dealing with and transforming corporate cultureShaping the management teamWorking with a boss or boardHit the ground running
Get set to learnListen well
Set proper expectationsRead the culture
Build trustLead by example
Set the appropriate directionCommunicate effectively
Prepare yourself during the countdownAlign expectations
Shape your management teamCraft your strategic agendaStart transforming cultureManage your board/boss
CommunicateAvoid common pitfalls
Making a powerful first impression on your first official day.Turning key stakeholders and direct reports into your allies.Building your new team with early wins.Fitting into a new corporate culture, and shaping its evolution.Creating, communicating, and implementing a new strategic direction.Avoiding common mistakes and pitfalls.Building loyalty, trust, and commitment with new colleagues.
Moving into a new leadership position is one of the toughest challenges an executive can face. Nearly half of new leaders fail in their first eighteen months. Often that failure is the result of crucial mistakes made in the first 100 days. If that happens to you, your first 100 days on the job could be your last.
Finally, even though you may have been brought in to be the department’s “savior”, do not fall into that trap. Do your job, and get as much help as possible to implement your vision. Leave the department better than you found it, knowing that your eventual replacement may still have issues to deal with despite your best efforts.
Introduction Strategy & Tactics