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DEVELOPING YOUR CAREER IN HEALTHCARE MANAGEMENT For Administrative Leaders in the Department of Medicine DEVELOPING YOUR CAREER IN HEALTHCARE MANAGEMENT For Administrative Leaders in the Department of Medicine Mar 15 th 2016 Mick Verran 1

Foundations of a Successful Career Capabilities Aspirations Alignment of = Career ‘Success’ + Personal Foundations of a Successful Career Capabilities Aspirations Alignment of = Career ‘Success’ + Personal Fulfillment Opportunities A Reputation for excellence A Portfolio of achievements & skills The Capacity for more responsibility The Aptitude for new tasks & skills A clear sense of personal Value The Discipline to keep working at it Career Foundations 2

Treat your Career as a Journey, not a destination ? Career Foundations 3 Treat your Career as a Journey, not a destination ? Career Foundations 3

Managing Your Career Step 1 : Clarify Your Aspirations What you want in and Managing Your Career Step 1 : Clarify Your Aspirations What you want in and from your career What you like to do How you like to work Step 2 : Assess Your Capabilities Your strengths & weaknesses Step 3 : Understand The Possibilities What the market will pay for Your value Step 4 : Plan Your Journey A few critical priorities A development plan Resources Making your own development a priority Career Foundations 4

Step 1: Clarify Your Aspirations What is most energizing about your work? What can Step 1: Clarify Your Aspirations What is most energizing about your work? What can you do with very little effort or energy? What gives you the greatest sense of satisfaction and reward? What skills have contributed to your success? When did you learn and grow the most? What will keep you here at BMC, and what might entice you away? Which of your talents are underutilized at present? When have you been disappointed at work, and what did you learn from it? Who do you admire and look on as a role model? Step 1: Clarify Your Aspirations 5

What do you want in and from your career? Expertise Authority Autonomy Satisfaction Stability What do you want in and from your career? Expertise Authority Autonomy Satisfaction Stability Variety Mission Lifestyle Creativity Challenge $ Career Anchors – Schein Step 1: Clarify Your Aspirations 6

What do you like to do? Skilled Unskilled What you are good at, but What do you like to do? Skilled Unskilled What you are good at, but What you do that you like don’t actually like doing, AND are good at What you are not good at, What you’d like to be good and don’t like doing at doing anyway Dislike Like Strengths. Finder – Rath Step 1: Clarify Your Aspirations 7

How do you like to work? Myers Briggs Type Indicator, Di. SC Step 1: How do you like to work? Myers Briggs Type Indicator, Di. SC Step 1: Clarify Your Aspirations 8

Step 2: Assess Your Capabilities M HI L S Checklist at http: //share. bmc. Step 2: Assess Your Capabilities M HI L S Checklist at http: //share. bmc. org/Organizational%20 Effectiveness Step 2: Assess Your Capabilities 9

Check your blind spots Skilled Unskilled Unaware Aware Step 2: Assess Your Capabilities 10 Check your blind spots Skilled Unskilled Unaware Aware Step 2: Assess Your Capabilities 10

Enlist your … peers … team … boss … friends What … • are Enlist your … peers … team … boss … friends What … • are you most often asked to contribute or help with? • have you been rewarded for in the past? • is your reputation with different groups and levels of the organization? • do others say are your strengths and development areas? • do people ask you to help them with • do people decline your offers of help with, or never follow up on? My goal is to …. . In order to achieve that, it’s important that I am able to …. . when I am …. . How have your experienced me in those situations? What do I do? How does that work out? Do you have any suggestions on what I should do differently? Step 2: Assess Your Capabilities 11

Step 3: Understand The Possibilities Who is willing to pay for what I want Step 3: Understand The Possibilities Who is willing to pay for what I want to do? What do hiring managers buy? How can I meet buyers? How will I persuade someone to pay ME what I want to earn, to do what I want to do? Marketing Marketability Do end-users buy, rent, or develop the capabilities I have? How do end-users value what I want to do? What is the future of this market? How will I ensure I have the capabilities to DO what I want to do? Step 3: Understand The Possibilities 12

What do buyers buy? A solution to a need. The VALUE you will bring What do buyers buy? A solution to a need. The VALUE you will bring to their business – and to them. Their assessment of your unique combination of Potential & Experience What your achievements & experience say about your; 1. Fit, Attitude 2. Skills 3. Knowledge A Reputation for excellence A Portfolio of achievements & skills The Capacity for more responsibility The Aptitude for new tasks & skills A clear sense of personal Value The Discipline to keep working at it Step 3: Understand The Possibilities 13

Market your unique combination of … Projects Voluntary Activities Life Experiences Job Achievements Leadership Market your unique combination of … Projects Voluntary Activities Life Experiences Job Achievements Leadership Business Skills Tools, Management Techniques Skills Personal Technologies, Attributes Techniques Specialties Organizations Your VALUE to a Healthcare organization Capabilities Settings Cultures Certifications Specialty Skills , Licenses Certifications, Technical Licenses, Content Academics, Training Challenges Populations Service Providers Patients Support Functions External Agencies Step 3: Understand The Possibilities 14

Market your VALUE The Value of what you do is … Examples Improved Health Market your VALUE The Value of what you do is … Examples Improved Health Outcomes Packing & Dispatch Reduced Defects/Errors Reduce cost of returns Better End-User Experience Increased Volume Sales Rep Increase value of each transaction Increased Revenue Reduced Costs Lab Technician Increased Productivity Increase Researchers’ productivity Increased Reliability Faster “Time To …. . ” New Knowledge What’s YOUR value; what distinguishes YOU? Step 3: Understand The Possibilities 15

Step 4: Plan your Journey … … the way you plan your vacations. ? Step 4: Plan your Journey … … the way you plan your vacations. ? Step 4: Plan your Journey 16

Prioritize a few critical areas Timely need or opportunity High Significant impact Importance ‘Affordable’ Prioritize a few critical areas Timely need or opportunity High Significant impact Importance ‘Affordable’ fix Low Long-term need Low High Opportunity for Improvement To add … to your Portfolio … … get … Achievement Responsibility Skill Experience Knowledge Exposure Step 4: Plan your Journey 17

Create a development plan M Have destinations in mind, but stay alert for unexpected Create a development plan M Have destinations in mind, but stay alert for unexpected opportunities Goal Market Value Success Measures HI L S Actions Resources Marketability Marketing Step 4: Plan your Journey 18

Get paid to build your career! In-place Do It Take on a project or Get paid to build your career! In-place Do It Take on a project or assignment in which you … Lead a taskforce Start a new service Leverage It Fix something that’s broken Improve connections with other teams Support, teach, or coach other employees Review It Refine It Step 4: Plan your Journey 19

Make strategic job moves … Vertical Lateral ‘Adjacencies’ What You Should Look For Breadth Make strategic job moves … Vertical Lateral ‘Adjacencies’ What You Should Look For Breadth of exposure to business Visible impact Connections Where You’ll Find It Strategic planning Budget management Resource management How the $ come in What impacts Customer Service What impacts Quality Why the $ go out Customer development Quality monitoring Product/service development … at BMC! Functional ‘keys’ Step 4: Plan your Journey 20

Build a diverse but purposeful Network Peers Managers Externals Mentors Information Vision Critique Support Build a diverse but purposeful Network Peers Managers Externals Mentors Information Vision Critique Support Resources Network Expertise Step 4: Plan your Journey 21

Ask for help My goal is to …. . I’m trying to change or Ask for help My goal is to …. . I’m trying to change or develop …. . I’d like your help because …. . What do you do in similar situations? How did you learn how to do that? What should I change in what you’ve seen me do? Could you help me by …. . ? Step 4: Plan your Journey 22

Use the resources around you Professional Associations in Greater Boston; programs, workshops, conferences ACHE Use the resources around you Professional Associations in Greater Boston; programs, workshops, conferences ACHE (American College of Healthcare Executives) Broad Institute Cambridge Healthtech Institute Healthcare Businesswomen’s Association Life Sciences Foundation MASS AWIS (Association for Women in Science) Mass. Bio Massachusetts Life Sciences Center Mass. MEDIC (Massachusetts Medical Device Industry Council) Massachusetts Technology Transfer Center MDG Boston (Medical Development Group) Project Management Institute – Mass Bay Chapter WEST (Women in the Enterprise of Science & Technology) Whitehead Institute College & Business School Classes Babson College Boston University, Carroll School of Management, School of Public Health Harvard Business School, Graduate School of Education, School of Public Health MIT, Sloan School of Management Northeastern University Suffolk University, Sawyer Business School Tufts Clinical and Translational Science Institute University of Massachusetts – Boston Volunteer Organizations Step 4: Plan your Journey 23

At-your-leisure resources Healthcare Career Insights Jobs of the Future (in Healthcare) Health Leadership Competency At-your-leisure resources Healthcare Career Insights Jobs of the Future (in Healthcare) Health Leadership Competency Model http: //share. bmc. org/Organizational%20 Effectiveness What Color is Your Parachute? – Bolles The Lessons of Experience – Mc. Call, Lombardo, Morrison General Career Reading Love It, Don’t Leave It: 26 Ways to Get What You Want at Work – Kaye, Jordan-Evans The Corporate Lattice: Achieving High Performance in the Changing World of Work – Benko, Anderson Eighty-eight Assignments for Developing in Place – Lombardo, Eichinger Self-Awareness Tools What do you want in and from your career? – Career Anchors (Schein) What do you like to do? – Strengths. Finder How do you like to work? – Myers. Briggs, Di. SC Development Ideas Career Architect Development Planner Successful Manager’s Handbook Mick. [email protected] org Step 4: Plan your Journey 24

National resources National Organizations American Association of Health Plans American Association of Healthcare Consultants National resources National Organizations American Association of Health Plans American Association of Healthcare Consultants American Association of Homes and Services for the Aging American College of Medical Practice Executives American College of Physician Executives American Hospital Association American Organization of Nurse Executives American Public Health Association of Behavioral Healthcare Managers Healthcare Financial Management Association Step 4: Plan your Journey 25

Make your own development a priority M O V E R S Sustain your Make your own development a priority M O V E R S Sustain your Motivation Own the changes ‘Learning behaviors’; Hold on to your Vision Expect success Access Resources • Self awareness & introspection • Openness & willingness to change • Ability to listen to feedback Enlist Support Step 4: Plan your Journey 26

Habituate self-development Learning Log – Learning Buddy – Learning Group? Daily Minute (1 minute) Habituate self-development Learning Log – Learning Buddy – Learning Group? Daily Minute (1 minute) What went well – and why? What will I try to do better tomorrow? Weekly Pause (5 minutes) What did I learn this week? What can I learn next week? Monthly Muse (10 minutes) What have I improved this month? What can I do better next month? Quarterly Review (15 minutes) What opportunities will I have next quarter? What capabilities can I use those opportunities to improve? Annual Reset (1 hour) Where do I want to be 2 years from now, and how do I get there? What capabilities will I need, and how am I going to develop them? Step 4: Plan your Journey 27

IF YOU’RE NOT ENJOYING THE JOURNEY, CHANGE THE PATH YOU’RE ON! But stay at IF YOU’RE NOT ENJOYING THE JOURNEY, CHANGE THE PATH YOU’RE ON! But stay at BMC please. 28

Your questions How might BMC differ as an institution compared to a smaller community Your questions How might BMC differ as an institution compared to a smaller community health center or a different hospital altogether? What skills might be more useful at BMC than at other health care sites We do our job as a matter of course, how do we know which skills are more marketable? What is the difference between management and leadership? How do we find mentors? How would l know if an ‘adjacencies’ move is right for me? How do I know when to make a strategic job move? 29

Your questions 1 – Slides 2, 14, 15 1. How might BMC differ as Your questions 1 – Slides 2, 14, 15 1. How might BMC differ as an institution compared to a smaller community health center or a different hospital altogether? What skills might be more useful at BMC than at other health care sites? • CHC > BMC > MGH; my (somewhat) educated guess would be …… - Access to specialist resources increases - Breadth of involvement narrows & complexity of relationships increases - Speed of response & ability to change slows 1. Access to $ increases & room for error increases 2. Connection with patient population decreases as seniority increases

Your questions 2 – Slides 2, 14, 15 2. We do our job as Your questions 2 – Slides 2, 14, 15 2. We do our job as a matter of course, how do we know which skills are more marketable? • Evolving healthcare business: (KP Study) - Maximizing the technologies, and leading the workforce, and managing the organizations, of the future. • Eternal leadership challenges: (CCL Study) - Interpersonal relationships - Building & leading a team - Changing or adapting yourself & organization - Following up on promises & completing a job - Managing outside own specialty.

Your questions 3 3. What is the difference between management and leadership? • Erin’s Your questions 3 3. What is the difference between management and leadership? • Erin’s Management got you in this room; John’s Leadership got this topic here. • Management puts in place new technologies; Leadership ensures they’re leveraged.

Your questions 4 – Slides 9, 21, 22 4. How do we find mentors? Your questions 4 – Slides 9, 21, 22 4. How do we find mentors? • Start with a Skill Coach, and see what happens. • Mentors invest; have something to offer.

Your questions 5 – Slides 16, 17, 18, 19, 20 5. How would l Your questions 5 – Slides 16, 17, 18, 19, 20 5. How would l know if an ‘adjacencies’ move is right for me? • It’s the only way to add a critical Capability. • Keep the route back open. 6. How do I know when to make a strategic job move? • Cycle time is reducing. • Exhausted growth potential. • Have a convincing story to tell.