PIW / PPW Slides

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Technology Leadership Practices and Principles
Perspective of a Hospital CIO

David J. Kempson, MBA, PMP VP Chief Information
Officer Maricopa Integrated Health
System Phoenix, AZ
Society for Information Management Arizona
Chapter, December 2009 Meeting
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Industry Overview(Source - US Census Bureau,
2006Employment In The Health Service Industries)

• There are more than 900K physicians in the US of
  which 560K are office based.
• US Hospitals
• 3003 Non Profit (61)
• 1163 Government (24)
• 749 For Profit (15)
• Fragmented Industry
• Top 50 generate lt 30 of revenue

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Industry Trends(Source - Health Research
Institute. (2009). Top nine health industry
issues in 2009. PriceWaterhouseCoopers.)

• Rapidly Rising Costs
• Increased Government Regulation
• Increased Utilization of Wellness Incentives and
  Preventative Medicine
• Pay for Performance
• Increased use of Technology
• Challenges Managing the Uninsured and
  Underinsured
• Transition to ICD-10

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About MIHS

• 2 Hospitals
• 700 Inpatient Beds
• Level 1 Trauma Center
• Nationally Acclaimed Burn Center
• Childrens Hospital
• 10 Family Healthcare Clinics (FQHC)
• HIV Clinic
• Urgent Care Center
• Multi-Specialty Center
• Health Plan
• Attendant Care Program

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MIHS Accomplishments

• Major Transformation Started in 2003
• Elements of Transformation
• Organization/Governance
• Leadership
• Finances
• People/Culture
• Processes
• Facilities
• Tools/Technology

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MIHS Accomplishments

• 4,000 emergency and trauma patients
• 2nd largest burn center in the US
• 300,000 outpatient visits
• Largest provider of inpatient psych care
• Train more Than 400 Physicians per year
• Last year MIHS provided 92 million in healthcare
  services and programs to the community. This
  includes uncompensated care, medical education,
  public programs, community services and research.
• 40 Bed Neonatal Care

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MIHS Technology

• IT Planning
• 5 10 Year Strategic Plan
• 3 Year Detailed Operations Plan
• Annual Capital and Operating Budgets
• Three legged approach
• IT Governance
• Infrastructure
• Applications

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MIHS Technology

• Key Strategies
• Business needs drive technology, not the other
  way around.
• Transformation requires alignment of People,
  Process and Technology.
• Technology should be implemented based on a
  thorough understanding of needs and objectives.
• Focus should be placed on driving value through
  measurable outcomes.

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MIHS Technology

• Key Strategies
• People are motivated by incentives.
• Understanding and communicating value is key.
• An understanding of why projects and initiatives
  fail is important to your success.
• Rapid, effective transformation is achieved by
  focusing on evidence based best practices, not
  reinventing them.

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Characteristics of a successful IT Leader

• Technical Competency
• Business Acumen
• Competency to innovate and apply technology
  solutions to improve the business
• Leadership AND Management Skills

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Leadership vs Management
Origin of two words (Source Kouzes Posner, The Leadership Challenge) Origin of two words (Source Kouzes Posner, The Leadership Challenge)
Lead Manage
go, travel, guide hand
Leaders go first Managers handle things
Leaders show the way Managers maintain order and control
Especially in times of upheaval or change
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Leadership vs Management
Loosely, we could say that Loosely, we could say that
Leaders build organizations and make revolutionary changes when necessary. Managers maintain organizations and operate them on a day to day basis.
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Leadership vs. Managership (Source - Kotter,
1990, Harvard Business Review)
Managership
Leadership
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Critical Success Factors

• Setting a Vision
• Building and Empowering your team
• Shaping your Organizations Culture
• Setting Goals and Providing Feedback
• Develop and Grow your Influence

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Setting a Vision

• Identify your organizations core purpose
• The organizations reason for being.
• Idealistic motivations for doing the companys
  work.
• Articulate a shared destiny
• We are in this together.
• We have common purpose, something important to
  accomplish.

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Building Empowering Your Teams

• Recruit the right people
• Communicate value of new team members.
• Create sustaining trust
• Ability
• Integrity
• Kindness
• Provide training to your teams
• Use cooperative rewards in lieu of competitive

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Building Empowering Your Teams

• Generally people want empowerment with
  accountability!
• Empowerment Know when to use it
• Internal vs External Commitment
• To develop empowered teams, create a work
  environment that increases internal commitment.

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Shaping your Organizations Culture

• Culture shared set of beliefs, values, and
  norms
• Norms may be the most important piece
• Socially created expectations about behavior,
  that characterize what is acceptable desirable
  vs. what is unacceptable undesirable
• One way to think about norms the way things
  are done around here
• Norms largely determine how people behave (even)
  when they are not being watched
• Primary Goal Internalize norms and values

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Setting Goals and Providing Feedback
Simplified High-Performance Cycle (Source Locke
Latham, 2002, American Psychologist, 57,
705-717)
Willingness to commit to new challenges
Satisfaction with Rewards and Performance
Goal Core
Performance
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Setting Goals and Providing Feedback
Beware Low-Performance Cycle
Unwillingness to commit to new challenges
Dissatisfaction with Rewards and Performance
Goal Core
Poor Performance
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Setting Goals and Providing Feedback

• Parkinsons Law
• Work expands to fill the time available.
• If you set a specific goal, make sure it isnt
  too easy.
• When too much time is allocated for a goal,
  overall performance is reduced.
• So the goal needs to be sufficiently difficult
  for the time available.

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Setting Goals and Providing Feedback
SMART goals (Source Hardingham Ellis, 2002,
The Ultimate Team-Building Toolkit, p. 88)

• Specific
• Specific exactly what you want to do.
• Measurable
• You need to know whether you have achieved your
  objective.
• Achievable
• Goals should be difficult but hard (more later)
• Relevant
• Relate goals to the organizations vision,
  mission, and strategic plan
• Trackable or time-bound
• Set specific time-limits to go with specific goals

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Setting Goals and Providing Feedback
Giving Feedback Giving Feedback
1. Focus on specific behaviors and remember that specific goals work best. 5. Ensure understanding
2. Keep it impersonal, This avoids defensiveness 6. If negative, make sure recipient can control the behavior
3. Keep it goal-oriented 7. Tailor the feedback to the person
4. Time it well
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Develop and Grow Your Influence

• Recognize that your success is rooted in your
  ability to influence.
• Listen to and understand the interests of
  others.
• Make moves away from the table.
• Act first take the initiative to help.
• Read - Robert Cialdinis book Influence
  Science and Practice

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Thank You Happy Holidays!

• Dave Kempson
• 603-344-8551
• dave.kempson_at_mihs.org