White Papers

Please browse through a sample selection from our white papers library.

Business Intelligence

Creating Business Intelligence with Mature and Sophisticated Measurement Practices
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."

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10 Step Coaching Guide
The science and art of providing feedback.

This white paper provides a proven diagnostic approach that focuses on the Science and Art of providing feedback during coaching. Anyone can become a more consistent and effective coach for managers or supervisors that may be struggling in the workplace. The 10 Point Checklist can help any leader identify 99% of the most common problems that take away from leadership effectiveness.

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Delivering a Compelling Coaching Conversation (C3)
Coaching plan guide and question sequence for the TM Eye Chart

Learn how to approach and deliver a compelling coaching conversation. Understand the 10 elements that determine a person's level of coachability. Determine how to coach under and overleveraged people. Review a simplified coaching guide and game plan summary sheet as well as the common FAQs for coaching.

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Eye Charts

Common Language Speaking Points for the PMEC
A general overview of the process, timeline, and goals.

"The following document represents "common language" speaking points about the Performance Management process, "Eye Chart" tools, and the coaching methodology that is incorporated with the follow up action plans for managers and Directors."

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Everything You Wanted to Know About the PMEC
Assessing leadership performance is similar to swimming...You cannot assess competency with a written test.

"Our key premise is that the fastest and most effective way to improve performance throughout an organization is to improve the effectiveness of leadership (one leader and one department at a time). One essential business practice for a large organization, is to achieve the best alignment and probability of success by appointing (matching) the most effective leadership talent available with the demands of the position. Quite simply, this means consistently appointing the Right People in the Right Roles."

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Eye Chart Productivity Improvement 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."

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Going From RED to GREEN on the PMEC - The 27 Common Business Practices
27 Business practices "Tips" that were deployed to improve from Red (bottom Quartile) to Green (top quartile) on the PMEC.

"In 2008 we conducted a specific study to assess two front-line mangers at Memorial HS in Springfield IL that were able to move their overall Performance Management ""Eye Chart"" index score from the bottom quartile (RED) to the top quartile (GREEN) in a 12 month period."

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GPS-Like Navigation
Triangulating key performance indicators that 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."

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Using the Talent Management Eye Chart
How to best manage "Overleveraged" people that may be struggling to failing.

"When evaluating the leadership alignment and overall performance of a person in a leadership role, refer to the following questions (logic) sequence."

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The Complexity and Performance Eye Chart Executive Summary
The relationship between complex departments and leadership effectiveness.

"Not all departments, leadership roles and service lines in healthcare are created equal. Quite simply, there are some functions and roles that are more difficult to manage due the complexity of the assignment and inherent challenges. Success Profiles has performed a comprehensive analysis with measured feedback from several thousand healthcare executives to better differentiate complexity (degree of difficulty) for the 100 most common healthcare functions and leadership roles."

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The Visual Display of Quantitative Information
An Introduction to Eye Charts.

"Eye Charts are a unique way of displaying large amounts of data about the leadership ability of every leader in a company, from front‐line managers to senior executives, in a way that is readily understood. It provides business intelligence and actionable knowledge in a readilyaccessible visual format."

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Talking Points for the TMEC
Our definition of coaching and providing constructive feedback.

"Science for us is the ""eye chart"" evidence/results (relative to the organization, the system, peers in the marketplace etc.). The Art is the feedback conversation where people are motivated to act, change and improve."

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Healthy Cultures

Healthy and Fit Culture Practices Defined
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%."

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The Relationship between Healthy and Fit Personal Habits and Business Practices
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."

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Common Language Speaking Points for Leadership Alignment and Talent Management
To be successful with this transformation process, leaders need to be more comfortable being uncomfortable.

"What does the journey to properly aligning talent in an organization look like? What is the step by step process and how do you express these concepts, goals and strategies? This paper gives you a chance to see what it looks like to make leadership alignment and talent management a strategic priority."

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Defining Department Complexity “Degree of Difficulty”:
Degree of Difficulty

"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 reveals 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."

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Assessing Leadership Ability: Defining A, B, C, and D Leadership Levels
Determine demonstrated leadership ability.

"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."

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Talent, Skill, Competency and Alignment
Defining Talent, Skill, Competency and Alignment

"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)."

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Evidence Based Business Practices that Drive Performance - The Metamodel
Focus and leverage on the leading and lagging indicators of performance to get the most effective outcomes and results.

"The meta-model illustrates the fundamental cause-and-effect business practice relationships in the healthcare business model. The overall goal is to provide the best community stewardship and access to quality healthcare by becoming a destination of choice for all stakeholders. Our research has conclusively shown that by improving their current business practices, hospitals can visibly raise employee engagement, improve performance, and increase their net operating margin."

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Is it Possible? YES - Is it Likely? NO
Odds of Success

"In this paper we will explore peoples odds of success in various scenarios 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."

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Creating Superior Healthcare Performance with Leadership Alignment
Leadership alignment defined.

"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."

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Leadership Competencies: Hiring for Leadership and Management Ability
Leadership competencies and habits of successful leaders.

"A resume can demonstrate technical ability, but leadership ability is best gauged using other measures that are proven to correlate with high leadership ability. Right People Right Roles has had the opportunity to measure the performance of thousands of leaders at all levels and positions, and has found that successful leaders have the 7 habits discussed in this white paper."

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Leadership Teams and Dysfunction
To state it quite simply; all leadership teams have some level of dysfunction however, not all teams are dysfunctional.

"This white paper includes an assessment which can be used to estimate a leadership teams degree of dysfunction and how to treat and address dysfunctional teams."

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Positive and Negative Feedback Loop Cultures
Are your leaders producing positive or negative feedback loops?

"To better understand the relationship between activities and overall outcomes, Right People Right Roles 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."

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Predicting Success in Competitive Sports - the Success Profiles R Factor

"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."

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Simplified Game Plans for Underleveraged and Overleveraged People in a Management Role
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."

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Span of Management Responsibility and Complexity
How large departments increase complexity.

"Learn more about the relationship between a leader’s span of control and that leader’s demonstrated talent to the overall performance of their department."

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The Demonstrated Leadership Performance Reference Check Interview
We realize that that performing reference checks on new candidates can be a sensitive assignment.

"Whereas it is relatively easy and a fairly accurate process to assess a leader's demonstrated ability based upon their known performance, it is much more difficult when you are considering a new leader from outside your organization. Your challenge is to perform the same level of due diligence on all potential leaders."

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Predicting Success in Business The Success Profiles “R” Factor
Talent, drive and practice discipline equals success.

"People are not successful by accident. There are common denominators of success amongst athletes, business people, leaders, and professionals in every field. Explore the common denominators of success in this white paper"

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Tolerating Poor to Failing Leadership Performance from a 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."

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What Does Being in Over Your Head Look Like
Leaders can get in over their head regarding performance. We refer to this as being “Overleveraged".

"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."

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Why We Tend to Tolerate Low Performers
A top 10 List.

"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."

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The Most Beautiful House in the World - Inc magazine
Tom Olivo built the house that changed his life -- from 1,200 miles away.

"'If I ever take this for granted, there's something wrong with me,' says Olivo, who adds that he occasionally pinches himself to make sure he's not still merely imagining his fantasy home."

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A Discussion with John Cecil: Advice for a Turnaround
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 also showed a parallel rise to a now unmanageable rate of 32% (approximately twice the national average)."

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Effectively Managing Complexity in Healthcare
Ground-breaking research regarding the potential impact that Talent Management can have on overall performance.

"This white paper examines the research of very common healthcare departments/service lines and the relative complexity of these departments linked to how often each of these departments performed in the top, middle and bottom quartiles."

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