leadership

Tuesday, October 12, 2010

Lessons Learned from Implementing a Fully Digital Hospital

In healthcare these days, the most challenging information technology efforts are the successful implementation of the electronic medical record (emr), computerized provider order entry system (cpoe) and all the needed interfaces that support these two massive (and incredibly important) systems. During my tenure as chief executive officer for a hospital in Colorado, I had the pleasure of overseeing both of these implementations as we completed a journey from paper to fully digital. Focusing on the cpoe implementation and the critical interactions with physicians, below are nine key strategies that leadership will need to employ to ensure a successful cpoe implementation:

1. physicians must have a voice in the process
2. build credibility with physicians beforehand
3. respond effectively and in a timely manner
4. explain the value
5. “at the elbow” support
6. local voice
7. customization
8. presence
9. key metrics

Details around each of the 9 strategies follow . . .

Sunday, May 30, 2010

Some IT Leadership Principles for CEO’s & Business Leaders

I updated this post from awhile ago. The quick list of points is still at the beginning with some more detailed notes below.

I recently was asked to participate on a panel of technology leaders presenting to a group of CEOs. As I only had 10 minutes to give some advice and tips on how to effectively leverage technology, I did my best to pare down my thoughts to a short set of principles:

• First People – Then Process – Then Technology
• Never abdicate your responsibility for your company’s technology
• Have a solid, documented IT strategy
• Practice Rhythm of Review
• Know your total cost of IT
• Strive for simplicity
• Proactively manage security and risk
• Be a very tough, but very fair customer
• Know ALL your “IT people” – treat them as one team
• You get what you pay for – invest wisely and as part of a plan
• Be wary of tech trends

Detailed explanations for each principle follow . . .

Friday, March 05, 2010

Workshop Follow-Up - GE Leadership Values in Action - Washington DC

Thanks so much to everyone who participated in our first public offering of this workshop Hosted by American Office at the impressive Herman Miller showroom in Washington, DC. Below, attendees can find a link to download the presentation slides and other materials from the workshop at our protected file site. Workshop Materials for Download The information is protected with the password distributed at the meeting (found on the bottom of the Team Assessment Tool). Feel free to use this site to make any comments or ask follow up questions for continued group discussion under this blog entry or in the password protected area (link above). You can also e-mail me directly (e-mail link to the left) with follow up questions if you'd prefer. I thoroughly enjoyed the excellent discussion and appreciate your active participation in the session. Don't forget to do your quick and easy follow up homework!

Thursday, February 04, 2010

The GE Leadership Values in Action - at the John Deere Project Management Forum

Deere PM Forum participants:  below you can find a link to download the presentation slides and other materials from the February 2010 workshop at our protected file site.  The post is protected with the password distributed at the meeting.

Workshop Materials for Download

Feel free to use this site to make any comments or ask follow up questions for continued group discussion under this blog entry or in the password protected area (link above).  You can also e-mail me directly (e-mail link to the left) with follow up questions if you'd prefer.

Thanks for your participation in the session!

Friday, May 01, 2009

Have to give that uncomfortable bad performance review? Let your employee talk first.

No matter how experienced you are as a manager it's never fun to give a negative review to an employee, much less fire someone.

I recently gave some advice to a colleague who was lamenting going into a performance review for one of his people who was delivering far below expectations. It was at the point where if major improvements weren't made soon he would have to be fired. My approach helped and he just e-mailed me saying the discussion went much better than expected, so I thought I'd share the leadership tip.

When you sit down face to face with that problem employee for the dreaded bad review, before you go into your documented laundry list of their problems, weaknesses, and failings - let them talk first.

There's a good chance they know that at least some bad news is coming and they'll feel better if they get a chance to articulate the problems right up front in their own words. An intro like "Bill, before I go into the details of this review, why don't you tell me how you think you've performed over the past X months" is a great way to kick off this session.

It will give your employee a bit of empowerment during an uncomfortable situation and may also give you some examples you can refer to later where you know they already agree with your assessment. If you have a formal document with your feedback and scores in writing, turn it over face down on the table during this first part of the chat. Then, when it's your turn to talk you can show the ugly details after the ice has been broken a bit.