Issue link: https://viewer.e-digitaledition.com/i/1195683
Your Culture of Leadership LE ADING AN ORGANIZ ATION of any size can be a difficult endeavor. By nature, leadership is subject to interpretation and variation, but only if we allow it. I have written a lot on leadership styles and bedrock principles. I have learned along the way and often speak to the idea that business systems do the heavy lifting and leaders lead people. I believe that to be true. I am also big on systems and accountability. Below is my idea of what can happen when you lead with systems. It's funny how people behave when they can understand and get behind your vision. Help them connect the dots. Here is my idea on how to accomplish that sometimes-complicated effort. VISION, MISSION, VALUES + Who you are and where you are going + How you are going to get there + Our rules + Used as a tool (so much of it becomes embedded in the company DNA) FIVE-YEAR GOAL + Think big + Specific picture + Belief THREE-YEAR GOAL + Aligned with five-year goal and guidepost + Specific + Belief ANNUAL SOLID INTENTION (ONE-YEAR GOAL) + Valuable, attainable, mea- surable, committed to memory, burning desire + Guidepost goals + The game and goal (keep score, post the score, share the win) + Teach the team how to win + Used to prioritize issues list 90-DAY ROCKS + Path toward solid intention + Priorities listing + Reviewed and modified at executive team meetings WEEKLY ACTION PLANS + From the executive team meeting notes + Results are a must and exceptions require early notice and reasons + Communicated to team via executive team mem - ber representative ACCOUNTABILITY CHART FOR SALES, OPERATIONS, ADMINISTRATION, INTEGRATOR, VISIONARY + Includes specific areas of responsibility + Used for account- ability and action steps assignment + Flat as practical + Used for communication (between executives and the team) + Appeals to integrator (who uses discretion) EXECUTIVE TEAM AND EXECUTIVE TEAM MEETINGS + Department "Leaders" (own the process and results) + Weekly meetings, monthly meetings, quar- terly 90-day plan reviews + Prioritize issues list + Action steps assigned to individuals and they are accountable for completion + Written notes and execu- tive team binders + Leadership training CEO BRIEFINGS: MONTHLY LETTER TO THE TEAM AND STAKEHOLDERS + Repor t on executive tea m initiatives + Introduce new tea m members + Reinforce the vision, mission, va lues a nd highlight specif ic achievements + Updates on the ga me a nd goa l + SOP tra ining ISSUES LIST + Comprehensive listing of ever y issue sta nding between where you a re a nd where you wa nt to be + Prioritized + Reviewed a nd strat - eg ized at monthly executive tea m meetings RIGHT PEOPLE IN RIGHT POSITIONS + Must be a lig ned with vision, mission, va lues + They have to "Get it " + They have to " Wa nt it " + They have to have the capacit y + No squa re pegs in round holes THE GREAT BULLPEN: MONTHLY TEAM MEETING + After hours with food provided + Compare behavior to vision, mission and val- ues; when not congruent, agree to change the state- ments or the behavior + Current condition + Leadership briefing + Leadership training, SOP training and team- building exercise + Game and goal update + Awards SYSTEMS + Documented + Trained + Accountable + SOP development MARKETING AND SALES + Define your target market + Competitive differentia- tors + Patient process and patient acquisition SHARING SUCCESS Share in team success stories a nd tha nk-you statements among team members This is a very comprehen- sive outline you can use for success in your practice. For more information on guidance and assistance imple- menting a more robust culture of leadership experience in your practice, you may contact Jeff Rogers at 315-430-0657, email JeffRogersCoach@gmail.com or visit JeffRogersCoach.com. n BY JEFF ROGERS M D N E W S . C O M /// M D N E W S C E N T R A l N E W Y O R K ■ 2 0 2 0 1 3