Using Performance Management to Scale | Tim Tolan, Industry Voice | Healthcare Blogs Skip to content Skip to navigation

Using Performance Management to Scale

| Reprints
Performance management is so much more than just a year-end performance review
Click To View Gallery

Performance management and goal setting have always been part of my DNA. It’s like a compass that tells us we are steering the ship in the right direction or gives us a chance to course correct if we wander off track. It’s hard for any organization to determine how they are doing unless there are clear measurable objectives. CIOs and their leaders need monthly, quarterly and annual goals to measure how you and your team are doing against the plan. I also firmly believe they should be S.M.A.R.T. goals: Specific, Measurable, Achievable, Relevant and Time-based.

Once the goals have been established, you need a written plan. I like three-year rolling plans so you can look into the future and describe your vision of what your organization will look like 36 months out. Then you can work back to the second year, and eventually the first year, to give you the framework for what you need to accomplish in the next 12 months. I suggest you do it with your managers. It makes them accountable to the organization since they are involved in the formation of the plan.

Your plan must be a living document to be used frequently during team meetings throughout the year to see how you are performing as a team and individually. This is not a process you invest in to review at year-end to see how you performed. By then it’s too late. It must be reviewed on a consistent basis to make sure everyone is on track. Performance management is so much more than just a year-end performance review. If there are individuals who are not performing against the plan, you can use the plan as a tool to performance manage them to re-engage as an important member of the team. 

I just returned from the Scale-up Conference in Denver and learned so much about taking goal setting and performance management to a whole new level by adopting the "Rockefeller Habits," as written by Verne Harnish. After reading the book, everything changed for me in the way we will be doing our planning, goal setting and performance management forever. It’s so brilliant and easy to understand. Here they are:

Rockefeller Habit #1: The executive team is healthy and aligned

Rockefeller Habit #2: Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the organization forward

Rockefeller Habit #3: Communication rhythm is established and information moves through the organization accurately and quickly

Rockefeller Habit #4: Every facet of the organization has a person assigned with accountability for ensuring goals are met

Rockefeller Habit #5: Ongoing employee input is collected to identify obstacles and opportunities

Rockefeller Habit #6: Reporting and analysis of customer feedback data is as frequent and accurate as financial data

Rockefeller Habit #7: Core values and purpose are “alive” in the organization

Rockefeller Habit #8: Employees can articulate the key components of the company’s strategy accurately

Rockefeller Habit #9: All employees can answer quantitatively whether they had a good day or week

Rockefeller Habit #10: The company’s plans and performance are visible to everyone

Accountability is no longer hard to measure since the entire plan is visible to everyone throughout the organization. Each part of your team should have key people accountable for every functional part of your organization. No more guessing is required. I’ve read countless books about leadership, performance management and goal setting, as I’ve been an avid student on the subject for decades.

These ten habits, once adopted and measured regularly, can change any organization that wants to grow and scale, and keep everyone accountable along the way.

The Health IT Summits gather 250+ healthcare leaders in cities across the U.S. to present important new insights, collaborate on ideas, and to have a little fun - Find a Summit Near You!


/blogs/tim-tolan/leadership/using-performance-management-scale
/news-item/leadership/rasu-shrestha-leaving-upmc-join-atrium-health-chief-strategy-officer

Rasu Shrestha Leaving UPMC to Join Atrium Health as Chief Strategy Officer

December 18, 2018
by Heather Landi, Associate Editor
| Reprints
Click To View Gallery

Industry thought leader Rasu Shrestha, M.D., formerly Chief Innovation Officer at the vast 40-hospital University of Pittsburgh Medical Center (UPMC), is leaving Pittsburgh to join Charlotte, North Carolina-based Atrium Health has the new executive vice president and chief strategy officer.

For the past 11 years, Shrestha has held various roles at UPMC, including, most recently, executive vice president and chief innovation officer, responsible for driving UPMC’s innovation strategy. In addition to leading innovation at UPMC, Shrestha also served as executive vice president of UPMC Enterprises, the venture capital arm of UPMC.

According to a press release from Atrium Health, a 40-hospital health system previously named Carolinas HealthCare System, in his new role Shrestha will lead enterprise strategy, including planning and tactical direction for Atrium Health’s strategic roadmap. In addition, he will spearhead a renewed focus on innovation, launching new healthcare inventions, discoveries and ideas to benefit Atrium Health patients and the communities it serves.

Shrestha will officially join Atrium Health in February 2019, reporting directly to President and CEO Eugene Woods. He will take on the position formerly held by Carol Lovin, who was promoted to executive vice president and system chief of staff.

“It is our honor to welcome Dr. Rasu Shrestha into the Atrium Health family,” Atrium Health president and CEO Eugene Woods, said in a statement. “As Atrium Health looks ahead to how we can reimagine a brighter and bolder future for care, Dr. Shrestha will help us develop the strategy and innovation to bring health, hope and healing to more people.” 

A respected thought leader and visionary in the field of healthcare information technology, Shrestha was recognized as one of the “Top 20 Health IT Leaders Driving Change” and as a “Top Healthcare Innovator” by InformationWeek, according to the Atrium Health press release. In addition, he is chairman of the Healthcare Information and Management Systems Society (HIMSS) Innovation Committee, and co-chair of Health Datapalooza.

“I am awestruck by the ambitions of Atrium Health to fulfill their mission to improve health, elevate hope and advance healing – for all,” Shrestha said in a statement. “I look forward to working with this incredibly talented team to forge ahead with meaningful strategies, partnerships and opportunities – and to support this organization’s commitment and dedication to its patients and communities.”

Shrestha announced the move to Atrium Health via Twitter Tuesday afternoon and also posted several comments on LinkedIn. “I find myself in a reflective mood, as I contemplate leaving the many teams I’ve had the honor of making an impact in, the culture that I’ve had the privilege of being able to help craft, and an organization I love, in a city my family and I have called home for the last 11 years since moving here from Southern California. I am humbled with the honor of having worked with some of the most brilliant leaders and doers I have met, and proud of the many accomplishments we have made as a team here at UPMC and across the industry,” Shrestha wrote. “It is this purpose-driven passion that will be a recurring theme, as we continue to cross paths and push ahead through the many challenges and opportunities.”

He remarked that he was drawn to the “human ambitions” of Atrium Health to “improve health, elevate hope and advance healing - for all.”

“What a remarkable place to start my next chapter forward. I know that when we put our hearts and minds together, anything is possible,” he wrote.

Shrestha received his medical degree from CCS University in India, completed his fellowship in informatics from the University of London and earned his MBA from the University of Southern California.

More From Healthcare Informatics

/news-item/leadership/early-career-physicians-pharmacists-keen-working-tech-survey-funds

Early Career Physicians, Pharmacists, Keen on Working in Tech, Survey Finds

December 18, 2018
by Rajiv Leventhal, Managing Editor
| Reprints

A survey of 502 early career U.S. physicians and pharmacists revealed that 47 percent of these healthcare professionals are interested in working in the technology sector.

A LinkedIn survey, conducted in October, queried 502 physicians and pharmacists in the U.S. who completed their degrees within the last five years. The participants, all of whom have LinkedIn profiles, were chosen at random and reflect different specialties and years of experience.

Thirty percent of respondents said they were “somewhat interested” in working in tech, while 17 percent said they were “very interested.” Another 21 percent said they were “somewhat uninterested,” and 20 percent said they were neutral. Just 11 percent of respondents said they were “very uninterested.”

Participants were also asked to share their views on why they would or wouldn't consider working in the technology sector. Fifty-eight percent of respondents cited substance of the work, 57 percent said total compensation, 50 percent said working hours, and 49 percent said the impact of the work.

Notably, 85 percent of survey respondents said that having peers with their background represented at tech companies could lead to innovation for “traditional” industries.

Another 48 percent of respondents said the technology sector has an allure that makes it difficult for other industries to compete for top talent. Meanwhile, 47 percent said that those who move into tech from a different industry are more interested in “big impact.”

Related Insights For: Leadership

/article/leadership/modern-healthcare-cio-cmo-and-cto

The Modern Healthcare CIO, CMO, and CTO

December 10, 2018
by Lori Williams, Industry Voice, vice president of fulfillment, Gigster
| Reprints
Disruption in the healthcare space comes primarily from the expansion of data’s role in the industry, and the healthcare C-suite’s familiarity with that expansion will help drive company and industry success

For the healthcare C-suite executive, the industry has never been more complex—nor has it ever contained so much potential. Emerging technologies mixed with political uncertainty has created an environment where incredible amounts of healthcare data are revolutionizing how patient care is handled, but patients remain uncertain about the future of their own health. With better data and the means to draw insights from it, healthcare CIOs, CMOs and CTOs are in a position to help address patients’ uncertainties and make hospitals and clinics more accessible and effective than ever before.

Here’s a look at how the role of the modern healthcare CIO, CMO and CTO is changing:

The Modern Healthcare CIO
The modern healthcare CIO’s role has evolved to become more innovative. No longer a title reserved strictly for engineers and IT professionals, today’s healthcare CIOs are focused on information science instead of simply setting up network infrastructure or providing back-end support. The trend towards a more data-centric role began as hospitals rolled out electronic health records, equipping individuals with better access to healthcare provider data. Through enterprise data warehousing, CIOs are becoming masters of data management, governance and predictive analytics, and passing along the many benefits of those knowledge bases to patients.

The Modern Healthcare CMO
The confusing healthcare landscape makes the role of a healthcare CMO more necessary than ever before. Thanks to ongoing regulatory changes, uncertainty surrounding the Affordable Care Act, and shifting consumer expectations for on-demand services, healthcare CMOs are responsible for helping patients navigate their way through a complex and opaque industry. As patients continue to assume the role of consumers, carrying out comparison shopping as they would for any other industry, CMOs must be adept in crafting a healthcare provider’s brand and messaging.

At the same time, CMOs must also ensure that healthcare providers offer a modern online experience, ensuring websites are mobile-optimized and social media accounts are generating engagement. This also means CMOs need to help move marketing efforts into the 21st century, transitioning away from direct mail or billboards towards digital marketing and CRM tools. Because if they don’t, there are plenty of med tech startups that will promptly eat into their market share.

The Modern Healthcare CTO
Unlike healthcare CTOs of the past who remained siloed off from the rest of the organization, today’s modern healthcare CTO is fully engaged with healthcare providers and their technology stacks, utilizing new software and hardware to improve daily workflows. The CTO is enabling the transition to patient-oriented self-service operations, enabling patients to carry out administrative tasks like scheduling appointments or refilling prescriptions over the internet. Because medical data is often stored in a variety of different sources, it’s critical for the CTO to be able to keep these systems interoperable with one another. For hospitals riddled with legacy software, CTOs should expect to continue employing middleware solutions to bridge the gap between old and new.

Members of the healthcare industry C-suite have the power to transform lives, and the CIO, CMO and CTO have roles that directly affect a provider’s ability to carry out positive change. With better data from the CTO’s tech stack, the CIO can use better analytics to help providers determine the best solutions for their patients, marketed to consumers by the CMO through modern platforms in clear, easy-to-understand language.

Lori Williams currently serves as Gigster’s vice president of fulfillment. Prior to joining Gigster, Lori was the general manager for Appririo.


See more on Leadership

agario agario---betebet sohbet hattı betebet bahis siteleringsbahis