tag:blogger.com,1999:blog-50379882881538523862024-03-05T09:32:08.671-08:00Orion Advisory LLCAnonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.comBlogger10125tag:blogger.com,1999:blog-5037988288153852386.post-8483701819889346012014-07-23T08:21:00.001-07:002014-07-23T08:24:28.062-07:00Focus on what’s important…<br />
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<span style="font-family: "Arial","sans-serif";">As a leader
have you ever thought about what would help focus the team on the things that
are most important? <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif";">With many
competing priorities, and some diametrically opposed (cost versus quality, for
example) the PMC <sup><span style="font-size: xx-small;">TM</span></sup>, also known as the Business Review is the tool
to help leaders focus the team and wisely use the resources available. By shining a light on what is most important,
the team has the freedom to systematically improve the performance of the
organization, one step at a time. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; mso-bidi-font-family: "Times New Roman";">Organizational leaders benefit from aligning the ability to
act with the ability to measure through utilization of a scorecard-based PMC </span><sup><span style="font-family: "Arial","sans-serif";"><span style="font-size: xx-small;">TM</span></span></sup><span style="font-family: "Arial","sans-serif"; mso-bidi-font-family: "Times New Roman";">. The PMC </span><sup><span style="font-family: "Arial","sans-serif";"><span style="font-size: xx-small;">TM</span></span></sup><span style="font-family: "Arial","sans-serif"; mso-bidi-font-family: "Times New Roman";"> is an effective
solution to help focus a team, a department, division or service line on what
is most important – strategically, operationally, or via regulatory
requirements – helping to drive commitments and accountability to impact results.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; mso-bidi-font-family: "Times New Roman";">A participant in a recent PMC </span><sup><span style="font-family: "Arial","sans-serif";"><span style="font-size: xx-small;">TM</span></span></sup><span style="font-family: "Arial","sans-serif"; mso-bidi-font-family: "Times New Roman";"> launch commented,
“This seems </span><span style="font-family: "Arial","sans-serif";">to be less
about the mechanics of gathering and analyzing data, and more about changing to
a culture of performance management. In your experience, what are the
biggest barriers to making that cultural change stick?” It was an
excellent question and one that I have thought a lot about during my time
working with dozens of leadership teams. </span><span style="font-family: Arial, sans-serif;">In my
experience, the answer is really three things:</span></div>
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<span style="font-family: "Arial","sans-serif";"></span><span style="font-family: "Arial","sans-serif";">1. Sponsorship – When I have seen this
process fail, it has been largely because the leader of the organization isn’t
engaged. These leaders are going through the motions to satisfy an
organizational requirement, but they find little value in the review. If
the sponsor doesn’t care, why on earth would the rest of the team? Weak sponsorship spells an early death to a PMC
<sup><span style="font-size: xx-small;">TM</span></sup>.</span></blockquote>
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<span style="font-family: "Arial","sans-serif";">2. Metrics – Some teams create
dozens of metrics for which there is no reliable data source. Or they
create metrics for things they think they “should” measure, not the things they
are actively managing. A good scorecard is full of the real measures that
the leader and the team need in order to run their organization. </span></blockquote>
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<span style="font-family: "Arial","sans-serif";">3. Improvement: The “So What” Factor –
The purpose of the PMC<span style="font-size: xx-small;"> <sup>TM</sup></span> is to pull together management teams to
review performance, identify performance gaps, and take action to close those
gaps. It is really the “taking action” part that answers the “So What?”
question. Measuring for the sake of measuring achieves little. The PMC
<sup><span style="font-size: xx-small;">TM</span></sup> is intended to drive accountability and improvement. </span></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicCnyp60aH8_H0iuYyNRrS8V6Z9_iSlSiS7VnFSGEAbe58otm506KkrZPNfiQexxLJtDrHyprkYPQzvQ-quuhQgi-iaAkG8iQIz7g9M4OJEUtyNulojtdZIelKsfv1t0rDHKV9Viqgpg/s1600/kara+b&w.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicCnyp60aH8_H0iuYyNRrS8V6Z9_iSlSiS7VnFSGEAbe58otm506KkrZPNfiQexxLJtDrHyprkYPQzvQ-quuhQgi-iaAkG8iQIz7g9M4OJEUtyNulojtdZIelKsfv1t0rDHKV9Viqgpg/s1600/kara+b&w.jpg" height="200" width="133" /></a><span style="font-family: "Arial","sans-serif";">Certainly
there are other variables in the equation, but I consider these three the
fundamentals. Just as a basketball team
cannot win games without a strong handle on the fundamentals of “pass, dribble,
and shoot,” teams cannot manage performance effectively without mastering
sponsorship, the metrics, and improvement.
<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif";">Read more
about the <a href="http://orionadvisory.com/practice/performance-management-cycle.htm">Orion Advisory PMC <sup><span style="font-size: xx-small;">TM</span></sup></a> <o:p></o:p></span><br />
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<span style="font-family: Arial, sans-serif;">Kara Carter is Director, Consulting Services at Orion Advisory. Follow <a href="https://www.linkedin.com/profile/view?id=17719150&authType=OUT_OF_NETWORK&authToken=D1gl&locale=en_US&trk=tyah2&trkInfo=tarId%3A1406128558871%2Ctas%3Akara%20car%2Cidx%3A1-1-1">Kara on LinkedIn</a>. </span></div>
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Anonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-44408221296122357022014-06-16T17:06:00.001-07:002014-06-17T14:08:40.958-07:00When Teams Get Stuck<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-pWA1VeYodYw/U5-D_CilrOI/AAAAAAAAArc/GmnOOq2eCBg/s1600/teamwork.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-pWA1VeYodYw/U5-D_CilrOI/AAAAAAAAArc/GmnOOq2eCBg/s1600/teamwork.jpg" /></a></div>
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A client team facing a major organizational change is
“stuck”. They can’t move forward, they can’t move back…. Locked up in
behaviors that slow the very changes they are moving toward.
Conversations focused on “my position” crop up in the boardroom and behind
closed doors. Heels start to dig in. “Why are we having this conversation
again?” asks the client. <o:p></o:p></div>
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Those of us who facilitate or stand with teams reach into
our toolkit for ground rules and processes. The leader of the group might fall
back into command and control style and mandate a decision. Dr. Roger
Schwarz calls that “unilateral control”, a mindset that closes the door to new
possibilities and learning. Basically unilateral control is “my way or the highway”, and with a room full of leaders and bright,
strong willed people, that can be a lot of highways! Schwarz reminds us one of
the best things we as leaders or facilitators of teams can reach for when teams
get “stuck” is our own mindset. <o:p></o:p></div>
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I recently had the good fortune to spend a week with Dr.
Schwarz and his brilliant colleagues. Working
with Schwarz helped me characterize mindset for myself and the teams I help as; “How I want to be in the
world”. Stepping away from the <i>unilateral
mindset</i> and toward a <i>mutual learning
mindset</i> allows room for listening to the internal voice that says; "I have
information and so do others"; "Each of us sees things others
don't"; "People may disagree with me and still have pure
motives"; "Differences are opportunities for learning"; and "I
may be contributing to the problem". <o:p></o:p></div>
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<a href="http://3.bp.blogspot.com/-CZfI1ggr2ew/U5-ErXo2D9I/AAAAAAAAArk/gLg-Ow0d8Xg/s1600/LG005web.jpg" imageanchor="1" style="clear: right; display: inline !important; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://3.bp.blogspot.com/-CZfI1ggr2ew/U5-ErXo2D9I/AAAAAAAAArk/gLg-Ow0d8Xg/s1600/LG005web.jpg" height="200" width="143" /></a>Mutual learning embraces the values of transparency, curiosity, informed choice, accountability and compassion. It is very
individual and personal work that needs to happen before we can help teams or individuals work toward change. It’s tough work. It’s daily, hourly
conversation by conversation kind of tough but it pays off. Mutually
designed and agreed to outcomes, higher quality decisions, greater commitment
and increased learning...richer opportunities and increased engagement. I
call that real change. Here is a <a href="http://www.schwarzassociates.com/managing-performance/how-unilateral-control-undermines-team-results-and-relationships-2/" target="_blank">great piece</a> by Dr. Schwarz on Team
Effectiveness using the Mutual Learning mindset. I find it helpful. Another “Schwarzism”...<i>"Tell me how you see it differently”.</i> I am curious to hear your views.</div>
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Laura Grealish is Director, Consulting Services at Orion Advisory. Follow Laura on <a href="https://www.linkedin.com/in/lauragrealish" target="_blank">Linked In</a></div>
Anonymousnoreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-379268490062426462014-05-21T04:00:00.000-07:002014-05-21T07:51:42.140-07:00Increasing Revenue and Teamwork Through Collaborative Change<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-MD7qsPNXblw/UuRBEFGwrEI/AAAAAAAAAkQ/OQdHK0__5jE/s1600/Team-Building.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-MD7qsPNXblw/UuRBEFGwrEI/AAAAAAAAAkQ/OQdHK0__5jE/s1600/Team-Building.jpg" height="228" width="320" /></a></div>
Within just three months, two teams, initially <i><b>unwilling to sit next to each other in a room</b>,</i> shifted to a collective view of the patient care process and a self-sustaining program of innovation and improvement through collaborative change. <a href="http://www.orionadvisory.com/pdf/case-studies/orion-advisory-mri-increased-revenue-teamwork.pdf" target="_blank">Understand more about this team transformation here:</a>Anonymousnoreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-23096713892376117132014-05-02T16:58:00.004-07:002014-05-02T17:01:18.327-07:005 Steps to a Successful Customer Service Initiative<div class="MsoPlainText">
<a href="http://3.bp.blogspot.com/-6xYAbunwC4o/U2QwpWNNoCI/AAAAAAAAAqc/JqXDV0hGpqY/s1600/JohnDiJulius.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-6xYAbunwC4o/U2QwpWNNoCI/AAAAAAAAAqc/JqXDV0hGpqY/s1600/JohnDiJulius.jpg" height="320" width="213" /></a>John DiJulius is the founder and CVO (Chief Visionary
Officer) of The DiJulius Group, a consulting firm that works with companies to
“Make Price Irrelevant”. Top organizations across the world use his
philosophies and systems for creating world class service as part of what he
calls a Customer Service Revolution. </div>
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After years of researching the best customer service
companies in the world, he has solved the mystery of why companies like Disney
can get 50,000 employees to deliver legendary customer service on
a regular basis, while other companies or departments can struggle to get a team
of 12 to be consistent.<br />
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John has outlined 5 steps to a successful customer
service initiative: <a href="http://blog.thedijuliusgroup.com/2014/04/07/5-steps-to-a-successful-customer-service-initiative/" target="_blank">Read the entire article here.</a><o:p></o:p></div>
Anonymousnoreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-88898583688625349482014-04-01T13:55:00.003-07:002014-04-01T14:09:55.855-07:00High Performance<div class="separator" style="clear: both; text-align: center;">
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One of the key tenets of our work is our belief that those
closest to the work have the potential to make significant impact in day to day
results. Whether working with a team in a bank, a medical clinic, or a
hospital environment, we have found this to be true. Here are a couple of
examples that demonstrate the power of engaging frontline teams in managing and
improving their work: An operations research team within a financial services
company achieved an 80% reduction in the loss write offs and an 84% reduction
in the time taken to respond to a customer phone call. How did this team
accomplish these things? Success was largely attributed to two factors:</div>
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<b>First:</b> Leadership sought to increase the employees’
level of ownership in day to day performance. </div>
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<b>Second:</b> Leadership provided
a structure and method to make performance improvements. </div>
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This team, with
leadership behind it, used the FasTrac <sup><span style="font-size: xx-small;">TM</span></sup> collaborative problem
solving process, and got to work identifying opportunities and solutions to
improve its performance with loss write-offs and call response. The
team successfully addressed these challenges, and job satisfaction levels
increased by 17%, too. One leader shared:</div>
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“You have to let
people manage themselves. Management’s job is to stretch them… challenge
them.”</blockquote>
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A
cross-functional medical team, made up of employees from Ultrasound, Physical Therapy,
Occupational Therapy, and Nursing, was brought together and given the challenge
of improving on-time portable ultrasound exams by 33%. This meant
improving on-time performance from 57% to 90% within 4-months. The
inability to complete the exams on-time reduced the Technologists’ productivity,
led to employee dissatisfaction and frustration, and introduced the potential
for risk to patients. Using the FasTrac <sup><span style="font-size: xx-small;">TM</span></sup> approach, the team identified
13 potential causes for exams not starting on-time and eight solutions. </div>
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The team had just 90 days to develop, investigate, and test these
solutions. The team met the challenge and surpassed it by
completing 100% of exams on-time within the 120 day target. One team member
shared: </div>
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“The FasTrac <sup><span style="font-size: xx-small;">TM</span></sup> project exposed the group to tools, like mapping,
which enabled the team to define the steps involved and assign accountability
to ensure we met our goals.”</blockquote>
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<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHjyIIhoVI4UR_pABHtzCnDm9_k-Gbry1rKNE26rHTi7VWMEDnvWBNQv1z3F-YMFtcYl5wATuCh-j87ElcsY3F1YRHq63hw0MpWNDZ7Hdi_aYdW9Bm9b5gGLorK6tYL8PSTL0HlIK7Gw/s1600/MAY.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHjyIIhoVI4UR_pABHtzCnDm9_k-Gbry1rKNE26rHTi7VWMEDnvWBNQv1z3F-YMFtcYl5wATuCh-j87ElcsY3F1YRHq63hw0MpWNDZ7Hdi_aYdW9Bm9b5gGLorK6tYL8PSTL0HlIK7Gw/s1600/MAY.jpg" height="200" width="200" /></a><span style="font-family: inherit;">Involving the front line in managing and improving the work and results has been, and will continue to be, part of the equation in creating a high performing culture and successful bottom line.</span></div>
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<span style="font-family: inherit;">For more information about Orion Advisory or to
contact us, go to <a href="http://orionadvisory.com/">our website</a>.</span></div>
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Mary Ann Yauger is Director, Consulting Service at Orion Advisory LLC. Follow Mary Ann on <a href="https://www.linkedin.com/profile/view?id=284439482&trk=nav_responsive_tab_profile">LinkedIn</a><span style="font-family: inherit;"> </span></div>
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Anonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.com1tag:blogger.com,1999:blog-5037988288153852386.post-62305368233361669372014-03-13T04:00:00.000-07:002014-03-17T11:03:45.582-07:00Challenges Faced by Physicians in Leadership Roles<div class="separator" style="clear: both; text-align: center;">
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How to lead a confederation of over 30 ICUs across a
multi-location organization was the daunting challenge facing our client, a
newly appointed ICU physician leader, in particular because none of the respective
members (also leaders) were his direct reports. He recounted:<o:p></o:p></div>
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<i>"[In] medical school and residency, your entire
training is focused on making you a better individual performer. They didn't
spend 1 minute in my medical school residency or fellowship teaching me how to
lead a team or even really teaching me how to be a member of a team, never mind
assuming as a physician I would be the leader . . . Everything was about
improving your own procedural skills and improving your own diagnostic skills, improving
your own ability to see a patient and generate a differential diagnosis. None
of it was spent on how . . . I get a group of nurses, respiratory therapists,
medical students, residents and fellows, and everyone else who you have to
interact with to function well as a team, and so most physicians don’t do it
well."</i></blockquote>
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This is not an uncommon perspective we have heard from
our physician leader clients, and one that, in the new world of healthcare, has
increasing impact on an organization's success in creating positive change
quickly.<o:p></o:p></div>
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A recent HBR blog posting captured some of the dynamics
of this reality, highlighting the challenges that physicians face when assuming
leadership roles. Noting that they are on the cusp of revolutionary change in
health care, they feel underqualified to lead.<o:p></o:p></div>
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Based on his experience, Richard Winters, MD, MBA, offers
four challenges with solution ideas for each. <a href="http://blogs.hbr.org/2013/10/coaching-physicians-to-become-leaders/">Read about his solutions on the HBR Blog (registration is free).</a><o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-84028410891323149272014-02-28T04:00:00.000-08:002014-02-28T15:26:20.094-08:00Linking Mindset to Transformation<div class="MsoNormal">
I’d like to introduce two concepts that are emerging in
discussions across our client communities, <i>cultural
transformation</i> and <i>mindset</i>. <o:p></o:p></div>
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In our work, regardless of the specific outcome we are
seeking, some degree of change within the existing culture will be required, or
the desired outcome will be impacted by the existing culture. Both are true and typically occur
simultaneously. It’s critical we stop
thinking of organizational culture as a single thing, but rather, a group of
individuals who each have their own <i>mindset
</i>that drives their behavior. When the
<i>mindset</i> of leadership is to expect
more and expect it faster, we must remember to support the culture (the <i>mindset </i>of all of those individuals)
that delivers it. This support typically
goes beyond the technical capabilities of our organization’s people and the
technology we provide them.
Understanding their <i>mindset</i> is
getting to the “heart” of what makes them tick and motivates them to want to do
more and/or do it differently.<o:p></o:p></div>
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Our clients spend many hours and resources to create
business strategies to improve market share, ROIs and increase the value of
their service or product. These
strategic initiatives always require the culture to transform in order to
deliver. This <i>cultural transformation</i> is achieved when people have a common
understanding of the initiatives and believe there will be value for them by
engaging in the initiative. As we work
with leaders to develop their business strategies, the corresponding change
strategy includes an assessment of the <i>mindset
</i>of leadership <u>and</u> those responsible for implementing the change or impacted
by the change. It is important to define and communicate this alignment between
the <i>mindsets </i>of leadership and the
supporting culture.<o:p></o:p></div>
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What is the thing we call
<i>mindset</i> really? Consider the
following:<br />
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<ul>
<li><span style="text-indent: -0.25in;">Awareness is your
perception of reality. Mindset
formulates those perceptions.</span></li>
<li><span style="text-indent: -0.25in;">Knowledge is the
content of your mind. Mindset constructs
the meaning you make of that content.</span></li>
<li><span style="text-indent: -0.25in;">Thinking is the
process of your mind. Mindset shapes
what and how you think.</span></li>
<li><span style="text-indent: -0.25in;">Emotion is your
feeling state. Mindset determines what
you feel in any given situation</span></li>
<li><span style="text-indent: -0.25in;">Behavior is the
manner in which you conduct yourself.
Mindset causes you to behave as you do in any situation.</span></li>
<li>Based on individual
mindset, a person’s reality will be formed by how they interpret a
situation. </li>
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<o:p></o:p></div>
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<b>Reality = Situation +
Interpretation</b><sup><b>1</b></sup></div>
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When seeking <i>cultural transformation</i> within an
organization, begin with understanding the <i>mindset</i>
of the organization. Interpretation of
the same situations may vary greatly across your organization, depending on
individual mindset. To the extent
leaders are able to help the organization interpret the same situation
similarly through strong change strategies and meaningful two-way
communication, their chances for a successful <i>cultural transformation</i> increase greatly.<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAscLGWv9ZqC49YfYGqrPE_mDaCFJ-pHGto_o6fYC9swlSmdFua0Uv0NOkso35LcHFWHhdreHGCzIEn3k6GVQTqPwyo9PNxVBF7aonpWPauZkeleAdMSeQUigI-kxb2QMzvwWqqTb8_A/s1600/karen-branick-profile.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAscLGWv9ZqC49YfYGqrPE_mDaCFJ-pHGto_o6fYC9swlSmdFua0Uv0NOkso35LcHFWHhdreHGCzIEn3k6GVQTqPwyo9PNxVBF7aonpWPauZkeleAdMSeQUigI-kxb2QMzvwWqqTb8_A/s1600/karen-branick-profile.jpg" /></a>Karen Branick</div>
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Practice Leader</div>
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Orion Advisory LLC</div>
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<a href="http://orionadvisory.com/leadership/bio-karen-branick.htm">Follow Karen on LinkedIn</a></div>
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<sup>1</sup>BeingFirst, <i>4Sight</i> Advanced Change Leadership Skills and Development Course and <u>The Change Leader’s Roadmap</u>, Linda and Dean Anderson</div>
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<o:p></o:p>Anonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-47852133860482102772014-02-12T06:43:00.001-08:002014-02-18T07:59:57.100-08:00Sponsorship Matters<div class="MsoPlainText">
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In a recent LinkedIn survey of change management
professionals, over 71% indicated that the <b><i>top contributing factor to
successful change initiatives</i></b> is “active and engaged sponsoring: committed, consistent,
and positively supporting and impacting progress<span style="font-size: 7.0pt; mso-bidi-font-size: 11.0pt;">”. ( 1)</span><o:p></o:p></div>
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No change, whether transformational or incremental,
happens without support, and pivotal to that support is sponsorship and change
leadership. This is a fact of life, regardless of environment or organization.
In our collective experience at Orion Advisory, sponsorship is make-or-break
for real change.<o:p></o:p></div>
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Sponsors are essential to the beginning of an effort.
They help determine the “vision” and think through the particular challenges and
pitfalls that may arise with it. They constitute teams and secure resources to
allow the work to get off the ground while simultaneously ensuring sufficient
coverage to attend to the normal day to day operations of the organization.<o:p></o:p></div>
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As change efforts unfold, Sponsors are there to help
ensure the team remains an open venue where ideas are freely exchanged. The
Sponsor also protects the team by being an advocate of their work and an
apostle of the achievements toward achieving the vision. As achievements yield
results, Sponsors are the leaders of recognition and celebration with the team.<o:p></o:p></div>
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You may know from your own experience that it takes time
to do the work of sponsorship along with all the other activities that comprise
a leader's day to day life at work. Our experience has been that sponsoring is
a learned activity. What’s more, simply being in a position of leadership does
not automatically translate to being an effective Sponsor. The work of
sponsorship involves leadership and leading, but people have to learn how to do
it. Just because someone may be a leader in an area doesn’t mean they are a
“natural” and can effectively sponsor teams.<o:p></o:p></div>
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Yet, even in environments where people have some
experience working on teams and projects that are “sponsored,” the actual work
of sponsoring is not generally taught, especially in healthcare, and can look
daunting at the outset. But with practice, sponsoring can become second nature.
Most often, it is a skill that is learned like any other, and with coaching, sponsoring
can not only become integrated into one’s work, but also be a “source of joy,”
as is often shared by Sponsors. No one is born a great Sponsor.<o:p></o:p></div>
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Good Sponsors realize that sponsorship is a part of their
job as leaders. But it takes time to learn how to become a Sponsor and more
time to do the work of sponsoring—along with any and all of the other
activities that comprise someone’s daily job.<o:p></o:p></div>
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We will follow this with additional insights on
sponsorship and leadership over the next several weeks.<o:p></o:p></div>
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<span style="font-size: 7.0pt; mso-bidi-font-size: 11.0pt;">(1)
</span>Change is good change factor survey results. 10/24/2013 LinkedIn<o:p></o:p><br />
<br />
<a href="http://www.linkedin.com/company/3539342?trk=tyah&trkInfo=tas%3AOrion%20Advisory%2Cidx%3A1-2-2">Follow Orion on LinkedIn</a></div>
Anonymoushttp://www.blogger.com/profile/04949606205069405283noreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-84819947412732867662014-01-21T16:06:00.001-08:002014-01-27T10:12:49.211-08:00The Change Journey<div class="separator" style="clear: both; text-align: center;">
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More than ever, understanding the dynamics of
transformational change is becoming table stakes for the survival of senior
leaders.<o:p></o:p></div>
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Over the past several months, we have been working with
healthcare organizations on a new reality that they are facing within the
industry reconfiguration of healthcare reform, and with financial services
firms that need to recreate their organizations to accommodate the new
landscape they envision for the future. Almost without fail, we have seen a
thematic struggle that they experience during transition from an old way of
doing things to a new way of doing things. The changes required necessitate a
shift across their entire business model, including changes to structure,
systems, operations, services and technology.<o:p></o:p></div>
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The new state also requires fundamental shifts in
mindset, organizing principles, behavior, and culture, as well as
organizational changes, all designed to support the new direction. A critical
mass of the organization must operate from new mindsets and behaviors for
transformation to succeed and be sustained.<o:p></o:p></div>
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One of the things that makes this so difficult is that
the future state is not an improved version of the past, but rather a new
state; the change journey must begin without full clarity and definition of the
final destination - the very definition of transformational change - with the
new state emerging from visioning and trial and error and learnings. The change
strategy approach employed must move well beyond traditional project or program
management, or even change management tactics, and consider multiple
inter-dependencies and the flexibility to adapt.<o:p></o:p></div>
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If this is true, the competitive advantage is the
capability to navigate and respond quickly, since the pursuit of a specific
tactical path is almost impossible, and is unknown by its very nature. What we
seek is the collective intelligence of the organization to envision, create,
test, and innovate until the best future becomes apparent in an environment
that is multi-complex. Three areas seem to emerge:<o:p></o:p></div>
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</div>
<ol>
<li><b>Content</b> - This includes strategy, the "what",
"who" and "how" of services provided, structure, systems,
operations, technology, and business processes.</li>
<li><b>Process</b> - The plan to
go from current state to future state; the ability to do, learn, and adjust to
create sound solutions, best practice sharing, standard practices / procedures,
documentation, and full realization of the desired state.</li>
<li><b>People</b> - The emotional reactions and engagement with
the change - includes changes in mindset and behaviors required by the future
state; understanding the impact of existing culture on the change; how to
engage people in design and implementation; and how to ensure commitment and
capacity to change to positively impact the culture.</li>
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We believe that understanding the new environment of transformational
change and crafting appropriate strategies to meet its challenges will have a central role in determining tomorrow's winners and losers.<o:p></o:p></div>
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Thanks for inspiration from </div>
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Anderson, Dean, and Linda Ackerman Anderson. Beyond
Change Management: <i>How to Achieve Breakthrough Results Through Conscious Change
Leadership</i>. San Francisco: Pfeiffer, 2010. Print.<br />
<br />
<a href="http://www.linkedin.com/company/3539342?trk=tyah&trkInfo=tas%3AOrion%20Advisory%2Cidx%3A1-2-2" target="_blank">Follow Orion on LinkedIn</a></div>
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<o:p></o:p></div>
Anonymousnoreply@blogger.com0tag:blogger.com,1999:blog-5037988288153852386.post-44430664766427642952013-12-26T10:16:00.000-08:002014-01-28T13:52:12.589-08:00Innovating For Our Clients in an "Unbridled" Way!<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-9ZEIWcoyEYI/Ury9m5F2CVI/AAAAAAAAAas/niiCJDBwhU8/s1600/Unbridledevent.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-9ZEIWcoyEYI/Ury9m5F2CVI/AAAAAAAAAas/niiCJDBwhU8/s320/Unbridledevent.jpg" height="280" width="320" /></a></div>
<div style="text-align: left;">
Thanks to our friend Amy Foster and her amazing team at the gorgeous snowy Triple R ranch just outside of Pittsburgh for hosting Team Orion while we focused on Innovation and Partnerships for 2014.<br />
The team at "Unbridled Performance" help individuals, teams and organizations maximize their performance by raising the level of self-awareness, self-accountability and self-responsibility, so that every person realizes their fullest potential for the benefit of all. You can learn more about the team at <span style="color: blue;"><i><b> <a href="http://www.unbridledperformance.com/" target="_blank"><span style="color: blue;">Unbridled Performance</span></a></b></i> </span>here. </div>
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