A colleague passed on an interesting article from the Healthcare sector: “Cost Reduction in Health Systems; Lessons from Analysis of $200 million saved by top performing Organizations” By Chip Caldwell, Greg Butler, and Nancy Poston
Of most interest to me was the difference between the characteristics of senior leaders in “Top performers” as compared to “non-starters”.
Non-starters spent too much focus on analysis, looking for the perfect answer, which most importantly frustrated their best managers, and did not allow for implementation. Non-starters also are slower to adapt to change and seem to fear it more than top performers. This was often fear of physician reactions, criticism from the board or community, or nursing resistance. Supporting their hesitancy to change was thinking that it was not the right time (and it never would be), a new regulation was pending, JCAHO was coming, a key leadership position was just about to start. Non- starters were more likely to say no to almost anything. They were looking outside for help in terms of higher reimbursement, and always felt that they were different from any benchmark that came up.
On the other hand, top performers value speed in thought and implementation. They interpret data, until they have “enough” critical information. Top performers, set goals related to that data, and implement the needed changes. Top performers also build their managers self-confidence rather than criticize. In both, one on one and group meetings, Senior leaders looked for the positive in new ideas put forth by their managers.
Other important behaviors of top performing organizations include collaboration cross functionally and departmentally, recognition of the critical role of nursing, recognition that the status quo is not satisfactory, relationships built, and recognition of the manager level as key to supporting and implementing change.
Non- starters can quickly move to among the better performers by building a clear accountability structure, define, align and communicate goals, meet regularly so that senior leaders can support the attainment of the goals and play the important role of removing barriers and obstacles, also informally check in and provide support, and develop their managers and let them work

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