Aligning Development Goals with Leadership …...Aligning Development Goals with Leadership...

THOUGHTLEADER

INSPIRATIONALLEADER

RESULTSLEADER

PEOPLELEADER

Aligning Development Goals with Leadership Competencies

VisionMissionValues

Use this interactive tool to search, select and align a leadership competency to a development goal you’ll be drafting.

• Search and review the competencies by clicking on one of the four leadership areas

• Select a competency you’re interested in developing and click on it• Choose which level of leader you are so you can see the competencies best

suited to your responsibilites

SELECT• Place a checkmark next to the competency description that most closely

reflects what you want to develop further

DRAFT• Draft a goal aligned with that competency in the section called “Draft

Development Goals”• Copy the goal and paste it into your goal plan in Success Factors

REPEAT AS DESIRED• Each of the goals you write will continue to appear in the “Draft Development

Goals” section

SAVE• Make sure to name and save this .pdf file if you want to maintain a copy of

your work

SEARCH

Select a leadership competency to begin.

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VisionMissionValues

THOUGHT LEADER

• Knowledgeable about current business and healthcare practices• Capable of critical operational and financial analytics• Leverages best business practices to solve problems

Businessacumen

COMPETENCY DESCRIPTION SUMMARY

Strategicthinking

• Integrates multiple business and societal perspectives when constructing strategies

• Leverages strategies that grow and develop the organization• Contributes successfully to community wellness and population health issues

Innovativemindset

• Stays on top of emerging business and healthcare trends• Thinks innovatively and facilitates creativity in others• Is mentally agile; “thinks well on their feet”• Introduces break-through thinking, enabling new mental models to emerge

Draft Development Goals: Use the space below to draft your development goals based on the competencies you’ve chosen. Then copy and paste them into the goal plan in Success Factors.

Click a competency above that you’re interested in.

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VisionMissionValues

INSPIRATIONAL LEADER

• Inspires the organization around its common mission and values while also celebrating its distinctive heritages

• Weaves social accountability, community orientation and stewardship principles into sound business practices

• Promotes an environment of hope, healing and hospitality with their words and actions

Missionfocused


Courageous presence

• Demonstrates emotionally intelligent leadership and interactions• Courageously communicates and inspires an ever-evolving and changing

organization• Is action-oriented; consciously and effectively urges others toward the goal



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VisionMissionValues

RESULTS LEADER

• Ensures that the patient/customer perspective is the driving force behind business decisions and activities

• Makes patient, caregiver, and guest/family safety a personal priority• Creates and promotes a just culture that encourages the reporting of errors and

near misses; stands up for those who speak up for safety• Applies improvement methods to: improve the patient experience of care, to

improve the health of populations, and reduce the per capita cost of health care

Enhances the patient & customer

experience


Organizational agility

• Knows how to get things done in the organization; successfully mobilizes people, processes, culture and technology

• Effectively navigates relationships and organizational politics within a matrixed organization



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VisionMissionValues

PEOPLE LEADER

• Clearly sets direction and expectations for direct reports and holds them accountable for results

• Provides feedback and coaching to both good-performers and under-performers• Is aware of caregiver’s career goals, and provides developmental coaching to

support

Coaches and develops

caregivers


Steward of Engagement

• Creates a climate of trust where people are engaged, committed and motivated to do their best

• Fosters a learning environment for caregivers- expressing confidence in their ability to excel, maintaining their self-esteem, empathizing, involving them and disclosing own position


• Conscientiously builds a diverse talent pipeline of highly-capable caregivers• Demonstrates the value of diversity and inclusion in leadership efforts

Builds diverse & inclusive talent

• Works effectively with various groups of people, team and organizational functions• Gains win-win agreements and settles disputes across the organization• Leads change with confidence and calm; motivating others to engage when

appropriate• Adjusts personal leadership/communication style in order to influence with respect

Effective partnering

through influence


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THOUGHT LEADERBusiness acumen

PEOPLE LEADER

Choose which level of leader you are so you can see the competencies best suited to your responsibilities.

FRONT-LINE MID-LEVEL EXECUTIVE Draft Development Goals: Use the space below to draft your development goals based on the competencies you’ve chosen. Then copy and paste them into the goal plan in Success Factors.

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FRONT-LINE

Understands the industry: Has a basic understanding of the healthcare industry (trends, patient expectations, competition, market share, etc.)

Understands the organization: Understands the nature and interdependencies of operational functions and supporting processes (nursing, support services, HR, etc.)

Understands basic financial principles: Understands the organization’s key financial metrics and their team’s impact on them; manages budget to targets

Leverages knowledge and expertise: Lowers cost while improving quality; focuses breakthrough improvement efforts on the areas that will generate the most value for patients and the organization

FRONT-LINE MID-LEVEL EXECUTIVE

Click the box to the left of any competency you wish to develop further. Draft a goal that aligns with it in the Draft Development Goals section.


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MID-LEVEL

Analyzes and integrates data: Uses market and financial information to assess current business strategies and results, identify issues and trends, and propose effective solutions

Budget analysis: Analyzes revenue and cost trends; identifies opportunities for financial and operational improvements; considers the financial im-pact of operational and strategic plans

Operational planning: Uses data to forecast resource requirements and drive decision making




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EXECUTIVE

Assesses organizational health: Recognizes and analyzes key indicators (e.g., productivity, profitability, talent, and quality); identifies trends from operational and financial data; identifies and investigates gaps in performance

Leverages data: Integrates market, operational and financial data to identify critical issues underlying trends; articulates the implications of trends to the broader organization

Focuses decision-making processes: Specifies efficient steps for determining the viability of business propositions and processes; ensures that the highest priority issues are investigated fully to minimize risk and maximize opportunity




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THOUGHT LEADERStrategic thinking

PEOPLE LEADER



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Communicates to engage others: Establishes two-way communication channels to convey business strategies and plans; engages people by helping them understand the reasons behind organizational initiatives

Translates initiatives into actions: Determines action steps and milestones required to implement strategic initiatives; adjusts activities or timelines as circumstances warrant

Creates accountability: Clarifies roles, responsibilities for required actions and outputs; ensure those responsible have explicit authority to act




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MID-LEVEL

Gathers information: Scans internal and external environments to identify information and ideas that can help shape and inform strategic plans

Organizes information: Compares and contrasts information to understand underlying issues and predict future trends

Evaluates and selects strategies: Generates options for achieving long-range goals; develops decision criteria (e.g. cost, benefits, risks, timing, and buy-in); selects the strategy most likely to succeed

Establishes high-level plans: Identifies the key tasks and resources needed to achieve strategic objectives




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EXECUTIVE

Scans the market and community: Seeks information from patients, health care delivery partners, and other stakeholders to understand their priori-ties; understands emerging market drivers and community health needs

Identifies growth opportunities: Evaluates prospects with the greatest potential for market penetration, revenue generation, and financial viability; targets opportunities that align with organizational priorities and resource realities

Determines strategic priorities: Develops strategies and operational plans that clearly reflect the organization’s mission and values; optimizes the mix between financial, technological and human assets




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THOUGHT LEADERInnovative mindset

PEOPLE LEADER



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Understands multiple perspectives: Seeks to understand key stakeholders’ needs, concerns, and desires to unlock new opportunities for innovation

Challenges current thinking: Explores alternative ways to view and solve problems and achieve results; combines ideas in unique ways

Experiments to learn: Tries unique ways of doing things and tests promising ideas; takes risks in the interest of finding a better way




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MID-LEVEL

Inspires curiosity: Asks provocative questions to understand and challenge the assumptions underlying current practices; encourages others to generate alternative viewpoints and ideas

Inspires innovation: Offers own innovative ideas and supports others’ unconventional approaches to create greater competitive advantage and market value; is willing to experiment with innovative products, processes, and patient services to create new opportunities




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EXECUTIVE

Pursues innovative ideas: Investigates industry and market developments to help formulate future business needs and marketing opportunities; Commits to new approaches ahead of emerging opportunities

Catalyst for innovation: Invites commitment to new practices and technologies that improve efficiencies and outcomes; breaks down cultural and operational barriers to innovation

Supports experimentation: Encourages others to test promising ideas and take risks with new approaches; empowers those who want to implement new solutions with decision-making authority; rewards attempts at innovation, whether successful or unsuccessful




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INSPIRATIONAL LEADERMission focused

PEOPLE LEADER



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Models the mission, vision and values: Behaves consistently according to the organization’s expressed mission and values

Creates shared purpose: Inspires and sustains team cohesion and engagement by focusing the team on its mission and its importance to the organization

Listens and responds with empathy: Demonstrates an understanding of the other person’s situation by acknowledging both the facts and the feelings (positive or negative) he or she is expressing

Optimizes resources: Acts as a good steward of the organization’s materials and resources




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MID-LEVEL

Links the mission to daily responsibilities: Translates the mission, strategy and values for caregivers and organizational partners by linking them to their daily responsibilities

Demonstrates benefits: Convinces others to commit to the organization’s mission, vision and values by using facts and sound rationale to convey benefits with personal relevance to the audience

Rewards living the mission, vision and values: Recognizes and rewards caregivers/teams whose actions support the organization’s mission, vision and values




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Communicates candidly: Transparently communicates rationale behind strategic organizational actions, changes and new initiatives

Inspires passion: Conveys opportunities to realize the organization’s mission in a way that captures the hearts and minds of caregivers, arouses emotion, and inspires others to personally contribute to the organization’s success for the long term

Connects with the community: Seeks to understand community needs and issues; develops collaborative efforts between the community and the organization

Keeps the community top of mind: Considers the impact of business practices and decisions on caregivers, the organization, the community and patients




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INSPIRATIONAL LEADERCourageous presence

PEOPLE LEADER



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Communicates openly: Shares feelings, intentions, rationale, and experiences so that others understand personal positions and feel comfortable doing the same

Builds self-awareness: Demonstrates an understanding of own emotional triggers, strengths, and development needs as well as the impact of own behavior on others

Maintains self-control: Modifies behavior based on self-awareness to improve impact and build relationships




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MID-LEVEL

Sets standards for excellence: Sets challenging goals and high performance standards for self and others

Initiates bold action: Pushes forward in the face of uncertainty and is willing to commit to a course of action in the face of incomplete or ambiguous information

Confronts difficult problems early: Faces up to problem situations quickly, directly and without hesitation; reads people interactions quickly and diffuses conflict before it escalates; takes decisive action on difficult issues




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EXECUTIVE

Takes a stand: Challenges popular values, opinions, and decisions to ensure that actions taken are in the system’s best interests; diplomatically says what needs to be said, even in the face of pressure or conflict; offers direct and candid feedback

Takes personal accountability: Accepts personal risks and/or consequences of failure and persists even in the face of opposition or fear

Advocates for the organization: Champions system decisions and values when interacting with peers, senior management, and stakeholders; balances stakeholder interests with system goals




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RESULTS LEADEREnhances the patient & customer experience

PEOPLE LEADER



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Ensures patients/customers feel valued: Treats patients/customers with respect and compassion while giving them their full attention

Regularly rounds on patients, families and customers: Gathers information to understand patient/customer circumstances, needs, expectations, and problems; summarizes to check understanding

Meets or exceeds patient/customer expectations: Quickly responds to patients’/customers’ needs and issues; seizes opportunities to exceed expectations

Proactively resolves issues: Handles dissatisfied patients/customers by hearing them out; empathizes with their situation and associated feelings, showing genuine concern; apologizes (without accepting blame); and takes responsibility for action

Promotes a just culture: Supports those who voice safety concerns, ensuring no retribution or blame for speaking up; raises difficult safety issues to leaders and peers




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MID-LEVEL

Reinforces patient/customer-focused practices: Institute programs and processes to improve patient/customer experience and safety; employs improvement methodologies to prevent issues from occurring

Recognizes patient/customer experience and safety issues: Identifies barriers that impact patient/customer experience and safety; communicates concerns and recommendations to others

Ensures patient/customer satisfaction: Checks for patient/customer satisfaction and seeks suggestions for improvement; ensures that intended actions are accomplished and results are achieved




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EXECUTIVE

Fosters whole patient care: Creates a culture of safety, quality and high reliability; focuses resources on structures, processes and monitoring systems that ensure an excellent patient/customer experience

Establishes and monitors key indicators: Sets high standards and monitors improvement goals; holds organization accountable for progress

Fosters open communication: Discloses safety and quality issues and creates a safe environment for open dialogue; represents patient/customer experience data accurately and completely




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RESULTS LEADEROrganizational agility

PEOPLE LEADER



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Understands the environment: Keeps current on what is happening across the organization; understands who the key formal and informal decision makers are within the organization

Navigates across silos: Acknowledges and works with formal and informal circles of influence to achieve results; knows who to talk to within the organization to get things done

Exhibits organizational savvy: Gauges stakeholders’ readiness to commit to action; checks for common understanding of next steps, responsibilities, time frames, and tracking methods

Deploys resources: Prioritizes and utilizes resources consistent with team goals; negotiates for additional resources, including those outside immediate domain of control




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MID-LEVEL

Monitors the organization: Reviews and filters organizational information to determine what is important; assesses the views and positions of stakeholders on key issues

Anticipates impact: Plans actions and initiatives with appropriate consideration of the likely reactions of key stakeholders; appropriately anticipates the political consequences of actions

Takes measured actions: Uses the unspoken guidelines and networks to build consensus around priorities; presents ideas, plans, or recommendations in a way that manages stakeholders’ reactions




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EXECUTIVE

Involves key stakeholders: Works with internal and external leaders to obtain information and get input on key decisions; builds support for recom-mendations before presenting ideas and taking action

Demonstrates political acumen: Appropriately anticipates the political consequences of actions; positions ideas and actions to effectively navigate the political environment




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PEOPLE LEADERCoaches & develops

PEOPLE LEADER



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Conveys performance expectations and implications: Communicates high expectations; links performance improvement and skill development to relevant personal and business goals

Provides timely feedback and coaching: Gives timely, specific, and appropriate feedback about performance, development needs, and development progress

Addresses performance issues proactively and constructively: Develops performance improvement plans that are positive and clearly outline what needs to occur to get performance back on track

Collaboratively establishes development goals: Works with individuals to identify areas for development, set specific development goals, and create development plans




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MID-LEVEL

Sets performance goals: Sets specific, measurable, and realistic performance goals that align with broader work group and organizational priorities

Fosters developmental relationships: Helps people feel valued and included in coaching and development discussions by expressing confidence in their ability to excel and maintaining their self-esteem

Offers development support: Shares suggestions for improvement, best practices, development resources, positive models, or opportunities for experimentation; provides guidance to help individuals overcome learning obstacles




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EXECUTIVE

Champions development: Sponsors organization-wide strategies to develop internal talent; contributes personal time and energy towards developing and mentoring others

Facilitates development: Creates development opportunities by advocating for caregivers to achieve higher levels of management; upgrades leadership talent throughout the organization

Creates a learning environment: Secures resources required to support development efforts; ensures that opportunities for development are readily available




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PEOPLE LEADERBuilds diverse & inclusive talent

PEOPLE LEADER



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Leverages diversity: Gathers information to uncover the needs, perspectives, and talents of caregivers with diverse backgrounds; seeks out and uses the ideas, opinions, and insights from diverse sources

Conveys respect: Uses language and behaviors that enhance the dignity of all individuals; demonstrate respect and understanding for diverse concerns and expectations; challenge exclusionary organizational practices

Examines own biases: Continually reflects on own thinking and behaviors to avoid stereotypical responses




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MID-LEVEL

Creates an inclusive environment: Makes decisions and initiates action to leverage the capabilities and insights of individuals with diverse backgrounds, cultures, styles, abilities, and motivation

Champions diversity: Advocates the value of diversity as a competitive advantage; initiates recruiting and development processes to increase diversity in the workplace

Adjusts to situations: Adapts personal style to respond to diverse needs across caregiver, patient and community populations

Builds a diverse talent pipeline: Optimizes effectiveness by aligning individuals’ unique talents, interests, and abilities with the most relevant roles and responsibilities




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Seeks understanding: Gathers information to understand the people, cultures and backgrounds within our caregiver population and the communities we serve

Embraces different perspectives: Solicits the opinions and perspectives of others to counterbalance own biases when making decisions and taking action

Commits to addressing the needs of the total population: Adapts new approaches to address diverse cultural perspectives; incorporates knowledge and information into organizational strategies and plans

Leverages diversity: Establishes internal programs and community outreach strategies that seek ideas, opinions, and insights from diverse sources and individuals




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PEOPLE LEADERSteward of engagement

PEOPLE LEADER



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Demonstrates personal integrity: Sets an example for others by being honest, keeping commitments, and behaving consistently

Encourages disclosure: Shares feelings, intentions, rationale, and experiences so that others feel comfortable doing the same

Advocates for others: Communicates confidence in others’ ability to succeed; expresses empathy and offers reassurance in response to others’ concerns; treats people with dignity, respect, and fairness

Provides support and recognition: Helps others feel respected and appreciated by acknowledging their ideas, contributions, and achievements; regularly celebrates successes

Actively solicits feedback: Listens and carefully considers feedback when making decisions and taking actions




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MID-LEVEL

Facilitates an open exchange of ideas: Listens and objectively considers others’ ideas and perspectives while encouraging others to do the same

Delegates and empowers others: Moves decision making and accountability downward through the organization by sharing responsibilities with others; delegates to appropriate individuals, considering skills and development needs

Builds confidence: Communicates high expectations and expresses confidence in caregivers’ ability to excel

Welcomes feedback: Approaches feedback with an open mind; puts aside reservations and responds favorably when offered feedback; manages own emotional reactions to feedback (e.g., avoids defensiveness); reinforces others for sharing feedback




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EXECUTIVE

Demonstrates authentic leadership: Acts in accordance with one’s own values, standards, and beliefs even when under pressure; ensures that words and actions are consistent across situations

Engages through empowerment: Clarifies expectations and scope of decision-making authority while expanding the caregiver’s feelings of ownership and accountability

Celebrates organizational success: Nurtures commitment across the organization by celebrating and rewarding significant organizational achievements




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PEOPLE LEADEREffective partnering through influence

PEOPLE LEADER



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Builds relationships: Proactively builds effective working relationships by promoting openness and trust and giving them confidence in one’s intentions

Clarifies shared goals: Exchanges information about situations and tasks to determine mutually beneficial goals and outcomes

Supports partners: Offers relevant information, resources, and/or time to accomplish win-win outcomes; contributes own ideas and expands on others’ ideas




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MID-LEVEL

Makes a compelling case: Presents recommendations and rationale in a manner that clearly links them to critical organizational, group, and individual priorities

Expands mind-set: Offers a broad organizational perspective that goes beyond the goals of one’s immediate work unit; shows willingness to work across boundaries

Facilitates win-win agreements: Anticipates and addresses competing priorities; gains commitment from partners to support ideas or take action by leveraging shared goals

Leads change: Explains the benefits to help others overcome resistance to change; demonstrates sensitivity to caregivers’ concerns and fears; engages caregivers’ commitment by seeking and using their ideas




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EXECUTIVE

Builds partnerships: Scans the internal and external environment to identify key relationships that should be cultivated to achieve organizational goals; makes frequent contact with key stakeholders in the organization and across the community

Influences others: Establishes rapport by sharing own experiences and identifying commonalities that create personal connections; gains an understanding of others’ interests and needs; finds common ground to create win-win solutions

Demonstrates diplomacy: Builds trust and credibility across the organization and community through effective listening, sensitivity to others’ needs, and maintaining others’ self-esteem




Aligning Development Goals with Leadership …...Aligning Development Goals with Leadership...

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