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GOVERNANÇA HOSPITALAR E LIDERANÇA (Reliance Hospital (How well is doing…
GOVERNANÇA HOSPITALAR E LIDERANÇA
Reliance Hospital
How well is doing competitively?
Losing market share to other hospitals
Losing their younger (Ped, OB) patient days
Operating margin was deteriorating
Cash flow to total debt was deteriorating
Lost $ 3 million in revenues to a group of specialists who set up a freestanding endoscopy uni
Hospital’s medical staff was independent, and has shrunk by 23 physicians in the last two years
How well is the board dealing with this deteriorating competitive environment?
BOARD ATTRIBUTES
Composition –many “fat cats”, donors
Concern about motivation of board members.
Not much health care industry background.
A lot of venture/investment expertise
Some have been around a long time.
Large size/no executive committee.
Inclusive strategic planning committee, but too big?
DYNAMICS AND PROCESSES
Lack process of board self-evaluation.
Operational rather than strategic focus.
Meetings dominated by reports and presentations, not discussions/dialogue.
Tension with MD –conflict of interest not dealt with, no explicit policy.
Culture of conflict avoidance.
Not enough educational activity
Some concern about financial literacy
Possible gender issues –view CEO as subordinated not as peer?
Lack of trust between board and MDs
Quality committee lacked focus/appropriate metrics
Good relationship between CEO and Chair.
What should the CEO do to improve her board’s effectiveness?
Hire a consultant to evaluate the board, give recommendations on how to improve governance (with lots of guidance from CEO and Chair).
Recruit younger board members, some with health care experience; favor wisdom over wealth (can create a “foundation” board for wealthy donors)
Send the board (including the physicians) for formal training in how to be a hospital board member, and require re-training on a periodic basis (e.g., every 3-4 years).
Chair should talk with each board member about their individual role, expectations, and annual performance in light of those expectations.
Chair and CEO should manage the board agenda to reduce reports and increase discussion
Develop a strategic “balanced scorecard” or key performance metrics (not operations) that the board reviews and discusses regularly (some hospitals make their balanced scorecard software available for board members to use whenever they want).
Governança Clínica de padrão Internacional
Parâmetros necessários:
Competência técnica
Inteligência emocional
Escuta empática
Visão para longo prazo
Ética
Transparência
Capacidade de Delegar
Gestão de Risco
Risco de erros médicos
Risco reputacional
Risco de eventos desastrosos
Apoio ao TI, educação, gestão de qualidade
Integralidade
Capacidade de liderança
Comunicação
pessoas viabilizadoras do trabalho
trabalho em equipe
diretrizes explícitas
capacidade de coordenação
rituais do exercício do poder
grandes líderes desenvolvem NOVO LÍDERES
What Makes a Leader?
Inteligência Emocional
Autoconsciência
Auto-regulação
Motivação
Empatia
Habilidades emocionais
What Leaders Really Do?
Gestor
capacidade de lidar com situações de complexidade
planejamento estratégico
planejamento e estruturamento da empresa
definição de metas
monitoração de resultados mensalmente
alinhamento dos membros da equipe e todas as esferas
Líder
capacidade de lidar com as mudanças tecnológicas
alinhamento da equipe para buscar o objetivo comum
motivação constante da equipe
reconhece e recompensa o sucesso de seus colaboradores
fornece liderança para as outras pessoas
LIDERANÇA E GESTÃO FORTES
Who Has the D?
Metodologia RAPID
Recomendar
Aconselhar
Dar INPUT
Equipe consultada para tomada de decisão
Decidir
Promover excecução
Build Self-Awareness with Help from Your Team
Estimular diálogo entre colegas de trabalho sobre ambições na carreira
Sugerir desafios entre os membros da equipe
Solicitar feedback sobre meu comportamento e desempenho para a equipe
Are your high expectations hurting your team?
Identificar Valor agregado em cada membro da equipe
Feedback positivo para o time
The secret to leading organizational change is empathy
Engajar o time
Se colocar no lugar do outro
To retain employees, focus on inclusion – not just diversity
Discussões individuais entre líderes e gerentes
Segmentar engajamento
Grupos com foco