Strategic Leadership for Quality Management

Strategic Leadership for Quality Management
Dr.Ghada Ganzouri(Ph.d.MBA,BSc.)
Management Prof. at the AUC
Board Member of Ganzouri Hospital
Board Member Private Healthcare Union
Member of the National Party Policy

Strategic leadership For Quality Management
•Pitfalls in Quality Initiatives
•The importance of the role of Leaders
•Who are our leaders in our hospital
•Leadership commitment in setting quality as a culture
•Leadership role in setting quality as a strategy
•Leadership role in motivating employees
•Leadership role in quality improvement
•Leadership role in maintaining quality

“Before following a leader it
is wise to see if he is headed in
the right direction.”

The Leader is not a quality believer
Choosing the wrong person
Sending the wrong people for training
No allocated resources
No Allotted time
No Clear vision
i
No setting to priorities
Quality function being set at very low level in
the organization structure

“Where leaders Lead others will follow”
“Body ygoes where head goes”
• Andrew Grant
“You can Not change something unless you
believe in it”
Steven e Covey

Definitions:
•Leadership is the direction, guidance, and
example given to others to get quality work done
and achieve stated objectives.
•Leadership is the ability to take others where
they otherwise would not go or to get others to
do what they otherwise would not do.
•Strategic Leadership is guidance or direction
Strategic Leadership is guidance or direction
that is essential to meeting intended objectives
or successfully implementing a plan of action.

Leaders are effective because of their impact
on others’ motivation and on others ability to
perform effectively and with satisfaction
◦ Delegation of authority is supported with
responsibility
◦ Clear communications
◦ A feedback system
◦ A reward and recognition system

• Do not breach for something you never do.
• Come to work first, leave last.
• Treat good workers friendly, encouraging
and with respect.
• Treat poor performers firmly but always
with respect.

•Those of the governing body (including owners,
as applicable)
•The chief executive officers and other senior
managers (including the healthcare quality
professional)
•Department leaders
•Elected and appointed leaders of the medical
staff and clinical departments
•The nurse executive and other senior nursing
leaders

To be able to achieve a culture of quality
improvement , all hospital staff need to work
in this direction. Leaders’ commitment to
quality improvement is the main drive
towards achieving such culture.
We should include quality improvement as a
goal in the hospital’s strategic plan

Develop the quality culture
Develop culture that focus on improving
performance
Make customer the center of your culture
Blame free -culture
Cultivate the wanted culture and set policies and
strategy to help implementing it.

Creating a Customer-Responsive Culture
◦ Hiring the right type of employees (ones with a
strong interest in serving customers)
◦ Having few rigid rules, procedures, and regulations
◦ Using widespread empowerment of employees
◦ Having good listening skills in relating to customers’
messages
◦ Providing role clarity to employees to reduce
ambiguity and conflict and increase job satisfaction
◦ Having conscientious, caring employees willing to
take initiative

•Help in defining both the mission and vision and plan
and revise them when necessary
•Shared vision with the organization and all
involved
•Develop a strategic plan that is aligned with quality
• Annual initiatives linked to the strategic plan
• Governing body and leadership education
• Leadership participation in the organization
pp p g
wide communication of the development ,
implementation and ongoing evaluation of the
quality strategy

Priorities your Objectives
Start with the most important objectives
Act on Important and not urgent
Set First things first “Steven Covey from the
Seven Habits ”
Translate overall objectives into departmental
objectives

Empower every employee to increase
productivity and improve retention
•Induce team work through two-way
communication and trust
•Encouraging and teach staff
• Develop a set of performance measures and
aligning the organization with the quality
standards
•Provide the structure ,plans and policies i to
accomplish the goals of the strategic plan
D l f ti l g i ti l
•Develop cross-functional organizational
networks:

Help in prioritize implementation effort
◦ based upon organizational functions and strategic
quality initiatives to be able to impact patient
outcomes
Develop systems and processes
◦ To help in implementing improvement programs
◦ To assure reliability , accuracy and confidentiality
of information in conjunction with health
information management /medical records and QI

Communicating quality data concerning
planning, measurement , and
improvement (involve as many staff as
possible)
Story Telling
Continuing i to educate and assist staff as
necessary and train them
Overcome resistance
Allocate resources needed
Facilitate change as often as necessary to
assure success

Build quality skills across the organization and
move away from thinking of the quality function
as a department
Build lifetime relationships with patients,
extending care and communication beyond the
office visit
Move quality initiatives i i i out of meeting rooms to
the front lines
Reduce complexity ,utilizing process redesign
skills

Infection rates
Medication errors($17-19 billion /year I USA)
Readmissions
Complications
Delays
Longer length of stay
Unnecessary complexity

Building Creditability and trustt
Delegation
Assure having an updated implementable
policy and procedures for all your processes
Assure allocation of resources
Empowering Employees

Credibility (of a Leader)
◦ The assessment of a leader’s honesty, competence,
and ability to inspire by his or her followers
Trust
◦ Thebeliefoffollowersandothersintheintegrity,
character, and ability of a leader.
• Dimensions of trust: integrity, competence,
consistency, loyalty, and openness.
◦ Trust is related to increases in job performance,
organizational citizenship behaviors, job
satisfaction, and organization commitment.

Integrity : Honesty and truthfulness
Competence: Technical and interpersonal
knowledge
Consistency: Reliability, predictability, and
good judgment in handling situations
Loyalty: Willingness to protect a person
Openness: Willingness to share ideas freely

Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.

Policy
◦ Accept all customer-returned merchandise.
Procedure
◦ Follow all steps for completing merchandise
return documentation.
Rules
◦ Managers must approve all refunds over $50.00. 00
◦ No credit purchases are refunded for cash.
6–24

Delegation
Leader permits the group to make the decision within
prescribed limits. it
Routine work
Specialist work
Some details of your
bigger plan
Preparations before ,
during or after your
higher level inputs
Work that can be done
competently by a less
expensive employee
The principle is to
delegate to the lowest
level of competence
Real leadership activities
Work that you simply
don’t like doing!
High risk tasks
One off important items
Critical, urgent tasks
with insufficient time to
explain or control
Highly confidential
matters
Crucial goal setting,
decision making or
monitoring of results

Empowerment
◦ Involves increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems.
◦ Why empower employees?
• Quicker responses to problems and faster decisions.
• Addresses the problem of increased spans of control
in relieving managers to work on other problems.

Talk Straight
Demonstrate Respect
Create Transparency
Show loyalty
Deliver Results , keep commitments
Get better
Clarify Expectations
Practice Accountability
Listen first
Extend trust
“From Steven Covey ,Seven
Habits' of successful People”

-The Healthcare Quality Handbook, Janet A.
Brown, RN,C.P.H.Q 2005
-The Joint Commission i Presentation
“Accreditation and Surveying Techniques”,
Oct,2009
-Management , Stephen P.Robbins,2007
.