Starting tomorrow, our OPEN MINDS team will host more than 400 health and human service executives in Clearwater Beach, Florida at the 2016 OPEN MINDS Performance Management Institute – with our focus this year on the “how to” of pay-for-performance, from pricing and contracting, to financial management, to staffing.
But to make performance a reality in any organization, a “performance-driven culture” is a necessity – those behaviors from the c-suite to the front line that drive high levels of performance through team goal alignment and employee engagement. This takes performance-driven leaders at all levels – because no matter how great the organizational strategy, if the leadership isn’t committed to “performing” (and taking the organization with them) there will be a disconnect between strategy and eventual outcomes.
How do leaders of high-performing organizations differ from the others? In five key ways, according to Creating A Performance Culture, in the Ivy Business Journal. These leaders:
Take and manage accountability – A team consensus is often important for moving cultures in the right direction, but leaders need to step in and be decisive at those moments when action trumps consensus (see Great Leadership Is A Habit).
Constantly assess the internal and external environments – Leaders are the gatekeepers for what “counts” as performance. Health and human service organizations need to touch base with governmental and contract demands for performance, and it’s important that leaders keep the internal culture aligned with those demands (see Do You Have What It Takes To Be A Great Leader In 2016?).
Provide clear expectations and goals – An organizational culture can build itself, but it won’t be what the leadership wants or needs. Similarly, “performance” doesn’t just happen. Leaders need to provide feedback, coaching, and appraisals, and invest in the necessary corrections (see Leadership – The Leader, The Relationship, The System).
Adopting a coaching style with staff – It’s important to maintain a close working relationship with the staff that are adopting a new organizational culture during a time of change. It allows you track progress, put out a cohesive message, and address challenges as they arise (see Thinking In Terms Of Meta Leadership).
Create a culture that is supportive as a way to retain talent – Attempting to lead without the ability to improve that leadership will be no more successful than a “performance culture” that doesn’t look to improve performance. It takes self-awareness and “coachability” (see Are You ‘Coachable’?).
Over the next three days, we’ll be looking at all the elements of this changing value-based environment – with an update on the measures of value (see Transitioning Your Current Reporting & Performance-Management System From Fee-For-Service, To Pay-For-Value); the payer perspectives on value (see Moving A Capitated System From Implementation To Operation: A Town Hall Discussion and The Health Plan Perspective On Improving Performance & The Future Of Value-Based Contracting), and the challenges of leading and managing in the environment focused on performance (see The Strategic Advantages & Challenges Of Mergers & Acquisitions and Market, Math & Metrics: Three Keys To Optimizing Your Strategy).
Can’t join us tomorrow in Florida? We’ll be covering the event all week through our Daily Executive Briefings and on Twitter @openmindscircle – #OMPerformance. And elite level OPEN MINDS Circle members can access all the institute presentations after the event.