In a Few Words

1.

Promote shared values by establishing, disseminating, and

modeling attractive mission, vision, and values.

CULTURAL LEADERSHIP

2.

environment to improve mission achievement.

3.

A. HERI ISWANTO

Empower associates so that they feel they can change their work
Listen responsively to associates so that their needs are met and
the responses model the organizations values.

4.

Support service excellence that helps delighted associates delight

patients.

5.

Critical Issues in Excellence

1. Creating the best place to give care in order to be the best place to get care.
Listen to associates, identify what they need to fulfill the mission, and provide it.

2. Implementing responsive leadership to build and sustain the culture.

Use training, selection, and modeling to create an environment where the values become
real.

3. Measuring and continuously improving the HCOs culture.

Use associate and customer satisfaction measures to improve relationships and
communication.

4. Establishing a program to respond to resistance and protect against

damage.
At the senior management and governance level, handle potentially divisive issues and
destructive behavior.

Celebrate and reward success.

Purpose
to effectively implement transformational
management of teams from the bedside to the
boardroom
and
to sustain an environment where all associates
are empowered and motivated to meet their
customers needs

Promoting key messages, including the mission, values, and negotiated goals, by
deliberate repetition and multiple displays

2.

Listening and responding so that barriers to achievement are promptly identified

and removed

3.

Modeling the desired behaviors

4.

Providing training in job processes so that the associate is not only competent but
also confident

5.

Training leaders and managers so that their actions consistently reinforce the
values and the commitment to the mission (The tools to promote culture are
themselves learnable.)

6.

Negotiating to reach agreement on realistic limits and points of contention

7.

Rewarding desired behavior with celebrations and tangible incentives

Chief Executive Officer (CEO)

The agent of the governing board who
holds the formal accountability for the
entire organization

Leadership

1.

Functions of Cultural

Seven Approaches Can Promote The Culture:

Servant Leadership
The leaders obligation to be sensitive and
responsive to associate needs

5 Must Haves

12 Employee Behavior Standards

1.

7.

Its a Private Matter: Maintain

Confidentiality

2.

Learn

To E or Not to E: Use E-mail

Manners

3.
4.

Vive La Diffrence!: Celebrate Diversity

Get Smart: Increase Skills and
Competence

5.

Attitude is Everything: Create a Lasting

9.

Make It Better: Service Recovery

2. Take people where they are going.

10.

Think Safe, Be Safe: Safety at Work

3. Use key words at key times: Is there anything

11.

Look Sharp, Be Sharp: Appearance

12.

Recognition

name.

All For One, One For All: Teamwork

Speaks

Thank Somebody: Reward and

1. Greet people with a smile and hello, using their

8.

Impression
6.

Make Words Work: Talk, Listen, and

Keep in Touch: Ease Waiting Times

else I can do for you? I have the time.

4. Foster an attitude of gratitude.
5. Round with reason.

AIDET
Acknowledge:
Acknowledge people with a smile and use their names.

Introduce:
Introduce yourself to others politely.

Duration:
Keep in touch to ease waiting times.

Explanation:
Explain how procedures work and who to contact if they need assistance.

Thank You:
Thank people for using Sharp HealthCare.

The Service Excellence Chain in Healthcare

7 Competencies In Areas For

Improving the Transformational Culture

It trains, empowers, and rewards associates, making them
partners, not agents, in turning the service excellence model
into a reality.
It encourages a blame-free environment that facilitates PITs.
It creates the best place to give care mind-set, which

Effective Leadership
1. interpersonal relationships,
2. communication,
3. finance and business acumen,
4. clinical knowledge,

encourages associates to remain with the HCO, thus

5. collaboration and team building,

increasing the return on the ongoing training investment.

6. change management, and

7. quality improvement

The Culture and Leadership Functions

Transformational Leadership

Commitment or the will to succeed outweighs the path to success.

Practice is the foundation for mastering competencies.

Guided practicewith training, coaching, and feedbackhelps more

leaders succeed and do so faster.

The Kirkpatrick Model

1.

Reactions: The leaders should be satisfied with the development

activities they are offered.

2.

Learning: The leaders should be able to recite what they have

been taught.

Regular review of competencies, identification of personal OFIs, and

planned actions are critical to leadership development

3.

Transfer: The leaders should be able to apply the learning.

Establishing a plan or goals for the future is helpful

4.

Results: The learning should improve mission achievement

Formal education has a role in leadership development, particularly for the

leader who has built the foundations of commitment and practice

measured in the units operational scorecard.

Measures of Leadership Functions

360-degree or multi-rater review

Formal evaluation of performance by
subordinates, superiors, and peers of the
individual or unit

A Comprehensive Leadership
Management Program
Relating
Leadership
and Culture
to Mission
Achievement