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From Disservice to Gross Negligence ::
From Committing a Tremendous Disservice to Gross Negligence
Did you know that 12% of the above average organization’s leadership go home feeling despondent every day? For the below average organization it’s as high as 25%. This white paper will introduce you to the most common causes that create the environment where the seemingly good people (but sub-optimized leaders) tend to get in over their heads.
September 2009
‘Healthy’ & ‘Fit’ Cultural Practices ::
Creating superior performance by improving the patient experience and net operating margin
With the extraordinary challenges the healthcare industry is facing, hospitals are running out of time. This white paper will reveal why ‘healthy’ and ‘fit’ cultural practices can produce the best place to work, the best patient experience, the best community stewardship, AND improve the net operating margin by up to 12%
August 2009
GPS-Like Naviation Measurement ::
Triangulating Key Performance Indicators the Create a Structured Approach to Performance Measurement
This white paper will outline how the Success Profiles performance measurement system incorporates a number of the key vital signs from all stakeholders to assist you in managing leadership performance by department. By triangulating key performance indicators you create accurate and meaningful business intelligence that can deliver tangible short-term and long-term benefits.
July 2009
Confusing The Terms ::
Talent, Skill, Competency, Ability, Attributes, Behaviors, Attitudes, Styles, Experience, IQ, EQ
A persons overall Competency or total capability is best defined as the combination of both Talent (natural patterns) and Skills (learned ability). This white paper will explain why Healthcare needs to recognize and agree that Talent is more of a natural endowment or special aptitude (i.e., the way you are hardwired). A skill is something you have developed to a greater degree over time (a learned ability).
June 2009
Creating Business Intelligence ::
It’s not just for high achieving organizations anymore, its a necessity for everyone
To survive in today's business environment, healthcare organizations must become more sophisticated and more mature in the way they measure, compile and use data. By harnessing the discipline of business intelligence, healthcare systems and hospitals can make giant leaps forward to better predict the impact of their decisions. Learn how to make better strategic and operational decisions, determine what business practices are driving performance, and improve productivity and services across the board.
May 2009
Positive & Negative Feedback Loops ::
Are your Leaders Producing Positive or Negative Feedback Loops?
To better understand the relationship between activities and overall outcomes, Success Profiles developed a research-based Meta-model framework to illustrate the cause and effect business practice relationships in the healthcare business model. This model outlines the leading and lagging indicators of performance that allow for focus and leverage where resources are deployed to get the most effective outcomes and results.
April 2009
IMPROVING Performance with a Structured Approach
.” Learn about how our research shows that ineffective front-line managers contribute greatly to low employee engagement, poor productivity, high turnover, and ultimately to low patient satisfaction. On the contrary, when healthcare organizations have talented people leading their departments, employee engagement and productivity go up, turnover decreases and patient satisfaction rises.
March 2009
DETERMINE Demonstrated Leadership Ability ::
Create Superior Performance
This white paper focuses on answering the following questions: Do people actually demonstrate leadership ability or do they not? In other words, do they live it consistently with both their demonstrated behaviors and results. Countless books and articles have been published about the definition of leadership ability and whether it is a talent people are born with or develop over time. Our position is that it is most likely a combination of both - nature and nurture.
February 2009
Defining Department Complexity “Degree of Difficulty” ::
Creating Superior Performance with Talent Alignment
. Our research, having measured thousands of leaders, directors and managers, has concluded that talent alignment is the ultimate lever in driving results and desired outcomes. This white paper reveal why the more correctly aligned the talent of a leader is to a particular department’s Degree of Difficulty, the higher the probability that department will be successful and meet its performance objectives – by any measure.
January 2009
Eye Chart Case Study ::
A Practical and Applied Method to Quantify the Impact that Leadership Performance and Cultural Engagement have on Overall Results
As of September of 2009, we have created over 300 performance management “Eye Charts” for healthcare organizations with a total of 7,368 leaders and managers. During the last three years of longitudinal tracking, we have observed less than 5% of “existing and tenured” front-line managers improve their overall performance from the bottom quartile (Red zone) to the top quartile (Green zone). Learn why this occurs in the white paper.
December 2008
The Relationship Between ‘Healthy’ & ‘Fit’::
Personal Habits and “Healthy and Fit” Cultural Practices (a.k.a. - Your Business Practices)
This paper focuses on recognizing the pros and cons (choices) of our personal habits (lifestyle, disciplines and behaviors) and the impact they have on consistent performance – in both life and business outcomes.
November 2008
Tolerating “Poor to Failing” Leaders ::
From Committing a Tremendous Disservice to Gross Negligence
An overview of why Healthcare is the most challenged industry in America. With increasing pressure brought about by current economic conditions, it is no surprise that hospital executives are examining all possible options to secure short-term and long-term success. Why is it then, that leaders and managers tolerate low performers or disruptive employees? Learn why in this white paper.
October 2008
John Cecil Interview ::
”How We Successfully Navigated Our Most Recent Financial Turnaround”
The following White paper summarizes “The top 8 leadership tips” in an interview conducted between Tom Olivo and Jon Cecil (CHRO at Lee Memorial). Learn how the LMHS leadership team responded to the catastrophic impact of the nation’s sub-prime real estate collapse, the meteoric rise of their local housing, and their uninsured population .
September 2008
Why we Tolerate Low Performing People ::
The David Letterman Top 10
A detailed review of why Healthcare is the most challenged industry in America. With increasing pressure brought about by current economic conditions, it is no surprise that hospital executives are examining all possible options to secure short-term and long-term success. Why is it then, that leaders and managers tolerate low performers or disruptive employees? Learn why in this white paper.
August 2008
Right People Right Roles ::
Creating Superior Performance with Leadership Alignment
The performance of front-line managers highly correlates to employee engagement, the overall patient experience, productivity and financial results. Improving the performance of front-line managers is the single most effective lever to increase your organization’s net operating margin. Leadership ultimately shapes every aspect of an organization and the Success Profiles approach of getting the Right People in the Right Roles can help healthcare make up for the unsustainable business model they are facing. Learn why and how in this white paper.
July 2008
Three Primary Contributing Factors to Overall Success ::
Three Contributing Factors to a Person’s Overall Success Profile Performance in the Workplace
With the increasing pressure brought about by the current economic conditions it is no surprise that hospital executives are examining all possible options to secure their short-term and long term success. One area that is overlooked is the relationship between a leader’s span ofcontrol and that leader’s demonstrated talent to the overall performance of their department. To determine the impact of this relationship, we recently conducted a research analysis using data from 12 healthcare organizations. The compelling results are presented in the following white paper.
June 2008
Right People Right Roles ::
“R” Factor for Sports
In this White paper of ‘Right People, Right Roles’, we will explore the three primary contributing factors to a person’s overall Success Profile performance result in any endeavor. We will specifically illustrate performance in competitive sports.
May 2008
Is It Possible? Yes - is it Likely? NO
In this paper we will explore peoples odds of success in various scenerios and we will review a guide to assist leaders in making better appointment decisions. People are much more likely to improve their overall performance than they are their natural talent level. The contributing elements can result from the combination of Drive or Practice discipline factors OR; it’s also possible to improve a leader’s odds of success by reducing the department/function’s degree of difficulty or improving their business practices.
April 2008
What Does “Being in Over Your Head” Look Like
There are several appointment mistakes that are commonly made that produce sub-optimized performance where leaders and managers are literally “in over their heads.” The easiest way to describe the condition is where the department’s complexity exceeds the threshold level where the appointed manager has higher odds of success. Learn what contributes to being “in over your head” in the following white paper.
March 2008
We effectively plotted the route to success through use the of a 3 Cs analysis
As one of the largest employers in Utica, NY, Faxton-St. Luke’s Healthcare is “Setting New Standards in Healthcare” everyday. Although the staff of Faxton-St. Luke’s has made major strides in increasing the quality and efficiency of their services, the employees have not always embraced developing a culture of excellence. Find out how Faxton-St Luke’s leadership team has overcome the obstacles and barriers that were hindering overall performance in the following white paper.
Case Study (Faxton St. Lukes) :: Anthony Scibelli, VP of HR at Faxton-St. Lukes Healthcare
February 2008
HR Magazine Article (I) ::
Coming Soon
HR Magazine Article (II) ::
Coming Soon
Ashhra Article ::
Coming Soon
WHITE PAPERS ::
Our library of white papers focus on current industry research, news and trends with a clear objective to inform, diagnose and prescribe effective and actionable instruction that produce results. Each white paper is a unique reflection of our focus on improving the overall performance of every organization we advise.
