“How” We Do ItAn Introduction to NSLIJ’s Behavioral
Expectations Model
Provide an overview of what behavioral expectations are, why they are important, and how we use them.
Provide a deeper understanding of NSLIJs Behavioral Expectations Model.
Collectively describe what good looks like for each behavior related to your role/the roles you support.
Objectives
Why do we use behavioral expectations?
Creates a common understanding of what good performance looks like.
Gives us a “language” to communicate with one another around the picture of success
Defines expectations on how an employee should act at work to have the best results in their role.
Ensures a level of consistency in how we make decisions around our talent.
Gives us the ability to differentiate performance
Help us focus our employees on the behaviors that will make the most difference in NSLIJ's success
Behavioral expectations are utilized throughout an employee’s lifecycle
NSLIJ's behaviors and expectations model is used for more than just annual performance reviews.
They are utilized across the entire employee life cycle.
All of our talent practices are anchored in the behavioral model.
• The model is used to assess past performance as a predictor of future success.
• The behavioral interviewing tool provides recommended questions that you may use to assess whether or not you would consider each behavior a strength or gap for the candidate.
• A simple rating scale is provided to help you document how each candidate compares relative to one another.
Using the model to select candidates
Using the behavioral expectations model to differentiate performance
Using the model to identify gaps and develop future talent
Our Core Behaviors
Can you guess the behavior
CUSTOMER EXPERIENCE
DEFINITIONAlways anticipating and exceeding the expressed
and unexpressed needs of others.Builds strong relationships and delivers customer-
centric solutions.
Can you guess the behavior
TEAMWORK
DEFINITION Inspires one another to work together to achieve
organizational goals. Creates a feeling of belonging and strong team
morale.
DEFINITIONDisplays technical and functional expertise. Takes ownership of work. Structures job tasks.Maintains appropriate pace in handling multiple
deadlines to achieve excellence.
EXECUTION
Can you guess the behavior
DEFINITIONUnderstands how to overcome obstacles Ably works through the realities of a large
healthcare organization. Applies best approaches to achieve business goals.
ORGANIZATIONAL AWARENESS
Can you guess the behavior
DEFINITIONWillingly adapts to shifting business needs.Seeks opportunities to champion new processes
and ideas. Anticipates and responds to change to improve
work outcomes.
ENABLECHANGE
Can you guess the behavior
DEFINITIONTakes consistent action to increase knowledge and
skills. Embraces challenging assignments.Seeks learning opportunities to enhance
performance.
DEVELOPINGSELF
Can you guess the behavior
Activity:Each table will be assigned one behavior from our core behaviors and expectations model. Within your table teams, work together to complete the following:
Step 1 (5 Minutes)Using a flipchart, create a list of attributes that define your assigned behavior.
Step 2 (5 minutes)Develop a “Bumper Sticker” slogan or picture that represents the behavior.
What does good look like?
CUSTOMER EXPERIENCEIndividual
Contributor Team
LeaderOperational/Strategic
Leader
• Proactively takes steps to exceed customer/patient expectations. • Practices active listening to
understand root cause of customer/patient needs.• Takes initiative to find ways
to better serve customers/ patients.• Consistently uses customer/
patient feedback to enhance their experience. •Goes the extra mile to put
customers/patients at ease.• Emotionally engages with
customers.
• Coaches team on how to anticipate and respond to customer/ patient needs. •Brings out the best in team
to ensure they are delivering the highest quality service to the customers/patients.• Empowers team to exceed
customer/patient expectations. • Solves problems seamlessly
to address customer/patient needs.• Proactively seeks new ways
to develop self and team skills to enhance customer experience
•Drives a culture that connects metrics and employee behavior to the customer/patient experience.• Sets the strategy and
creates direction to ensure department processes enable the team to exceed customer/patient expectations. •Has a proven track record
for producing positive outcomes in customer/ patient experience.
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TEAMWORKIndividual
Contributor Team
LeaderOperational/Strategic
Leader
• Shares knowledge with team members and expresses interest in understanding the needs of others. •Recognized as a team
player. • Creates opportunities to
share knowledge with others within and outside of the team. •Recognized as an informal
leader who helps others work together to achieve a common goal.
• Consistently uses team-building to increase overall team performance. • Exceptional at creating a
trust-based team culture.• Proactively encourages
others to share their views. •Has proven track record
for building cohesive and high performing teams.
• Places high value on overall team performance. • Is consistently resourceful
in a complex environment. • Excels at driving results
through the ability to motivate teams. •Mentors and coaches
others to help them succeed. •Has a proven track record
in delivering results through cross functional teams.
18
EXECUTIONIndividual
Contributor Team
LeaderOperational/Strategic
Leader
• Completing assigned tasks accurately and within established timeframes and budget.
•Adopting a resourceful and results-driven approach.
• Ensures team performance in achieving excellence by:•Organizing resources,•Adjusting for
complexities,•Measuring results,•Planning for
improvements.
• Creating a culture of excellence and accountability through:•Motivation of talent,• Translation of strategy
into reality, • Exercising sound
judgment, •Aligning
communication, people, processes and resources.
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ORGANIZATIONAL AWARENESSIndividual
Contributor Team
LeaderOperational/Strategic
Leader
• Collaborating with peers, managers and customers to solve problems within the guidelines of key policies and practices.
•Displaying superior understanding of:•Group behavior and
organizational politics,•Culture and operations.
• Exhibits strong decision-making skills that align to key business priorities and objectives.
•Understanding the competition.
• Creating solid cross-functional partnerships.
• Successfully navigating the organization’s culture to obtain the buy-in necessary to drive critical business outcomes.
20
ENABLE CHANGE
Individual Contributor
TeamLeader
Operational/Strategic Leader
• Seeking and acting on feedback to identify improvement opportunities.
•Displaying enthusiasm for expanding one’s knowledge and scope.
• Thinking differently to find new solutions.
•Regularly offering feedback.
•Analyzing successes and failures to identify improvement opportunities.
• Planning for and creating opportunities to implement process enhancements within the team.
•Creating a climate that embraces new and different solutions.
•Removing barriers that limit change
•Maintaining a global line of sight.
•Gaining commitment and partnership from others to execute change plans.
21
DEVELOPING SELF
Individual Contributor
TeamLeader
Operational/Strategic Leader
• Holds self accountable for becoming a subject matter expert within one’s own job role, seeks performance-related feedback, and identifies learning opportunities to explore with one’s manager.
Our Leadership Behaviors
DEFINITIONActs with conviction to make the right decisions for
the right reasons. Exercises sound judgment and takes action to
preserve the integrity of the organization.
MANAGERIALCOURAGE
Can you guess the behavior
DEFINITION Leverages and embraces diversity.Shares wins and successes. Motivates and energizes others to achieve high-
level results.
MOTIVATING & INSPIRING OTHERS
Can you guess the behavior
DEFINITIONSeeks opportunity to gain/share expertise with
other areas to create innovative strategies.Exercises both narrow and broad perspective to
ensure business success.
STRATEGIC AGILITY
Can you guess the behavior
DEFINITIONContinuously seeks opportunity to develop the
capabilities of others. Provides challenging stretch assignments and tasks
to enhance departmental performance.
DEVELOPINGOTHERS
Can you guess the behavior
Activity: (10 Minutes)
Each table will be assigned one leadership behavior from our behaviors and expectations model. Within your table teams, work together to complete the following:
Using a flipchart, in your own words, describewhat it means to do ___________.
What does good look like?
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MANAGERAL COURAGETeamleader
Operational/strategic leader
•Adhering to a strict ethical and moral code in all business decisions and dealings with people.
•Delivering critical messages honestly and effectively.
•Displaying the ability to make difficult decisions in a timely manner, rewarding those who display desirable behaviors, and holding direct reports accountable for poor performance.
• Ensures direct reports are compliant with mandatory trainings, educational processes and system initiatives.
• Empowering others to make ethical decisions.
•Removing political barriers that may limit or prevent positive change.
• Implements practices to ensure that employees are held accountable for their behavior and performance at all levels.
• Ensures all employees in area(s) of responsibility comply with mandatory training, educational requirements and system initiatives.
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MOTIVATING AND INSPIRNG OTHERSTeam
LeaderOperational/Strategic
Leader
• Celebrating the efforts and achievements of individuals and teams.
•Creating a feeling of belonging within the team.
• Conveying confidence in the ability of others to make valuable contributions,
• Ensures team members have the skills, support and resources necessary to produce the desired results.
• Ensures team members are rewarded for good performance, and that, when appropriate, consequences are delivered to drive the right behaviors.
•Creates opportunities to promote team successes at department & system level.
•Manages with an “open door” policy, ensures assigned area(s) understand how each contributes to the larger goals of the organization.
•Continuously takes inventory to ensure assigned area(s) have resources necessary to achieve superior results.
• Empowers leaders to reward employees for good performance and to deliver consequences, as appropriate, to drive the right behaviors.
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STRATEGIC AGILITYTeam
LeaderOperational/Strategic
Leader
•Demonstrating complete understanding of department’s workflow, operations and necessary skill sets,
• Leverage the talents of the team to brainstorm and anticipate future consequences and solutions.
•Partner with other areas to share knowledge and influence strategy development outside of normal defined scope.
• Ensuring operations of assigned area(s) align with the larger organizational goals.
• Establish formal and informal processes for high performers to become involved in cross-organizational improvement efforts.
• Leverage connections with other organizational leaders to develop and execute breakthrough strategies that impact organizational operations on multiple levels.
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DEVELOPING OTHERSTeam
LeaderOperational/Strategic
Leader
•Holding frequent performance and development discussions with direct reports.
•Provide diverse opportunities for team participation in projects outside of normal defined scope.
• Shaping team roles to leverage skills, build capabilities and foster team collaboration.
•Developing high performers through mentorship and coaching.
• Creating opportunities for joint problem-solving and cross-functional learning through shared projects.
• Embracing feedback for one’s own improvement.
We reviewed why having a behavioral expectation model is important, and how we use them to:
Differentiate performance
Identify gaps and develop future talent
Behavioral interviewing
We took a deeper dive into how each of our core and leadership behaviors are defined.
We took some time as a group to describe what good looks like for each behavior related to your role/the roles you support.
Recap
What steps can you take to ensure you embody these behaviors?
What will you do to ensure your team understands these behaviors and how they will be evaluated against them?
My commitments
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