2014 Leadership Accountability Minimum Work Requirements

To meet Bronson leadership requirements, all leaders must complete requirements on an ongoing basis and document completion of these requirements in their annual performance evaluation using SuccessFactors. If minimum work requirements are not met, corrective disciplinary action may occur.

Demonstrates commitment to Bronsons Plan for Excellence as evidenced by: ____ Completing 2014 annual goals & establishing 2015 goals Using Evidence-Driven Improvement to solve problems related to patient safety, quality, cost, and efficiency in your department Attending annual Bronson LEADERship Conference and completing assigned follow-up activities Attending at least two one-up approved leadership skill development activities (webinars, lunch and learns, classes, etc.) For leaders of departments measured by Press Ganey, one activity must be a Press Ganey webinar and use of the Press Ganey Portal for improvement in patient satisfaction If you are a new leader - attending New Leader Pathway and Leadership Curriculum classes within one year of starting new position Complying with, and being ready for, regulatory and accrediting agencies (e.g. Joint Commission, HIPAA, CMS, NQF) Addressing annual EOS data with a team action plan.

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# completed

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Demonstrates commitment to Bronsons Customer Service Standards as evidenced by:

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# rounds completed # thank yous sent ____

Completing a minimum of 12 rounds per quarter Sending a minimum of 12 thank you notes per quarter Completing employee performance evaluations on time Listening to input, creating action plans, and making improvements from various listening posts (e.g. patient satisfaction, employee opinion survey, rounding)

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Demonstrates commitment to Bronsons Plan for Corporate Effectiveness as evidenced by: Attending or obtaining information from monthly leadership meetings (must attend a minimum of 75 percent of meetings for location/entity) Completing required reports, compliance audits with an acceptable error rate as a result of audit or re-audit, documentation, or mandated educational sessions, as applicable to audited departments Assisting at Bronson-sponsored and community events (minimum of six points). See page 2 for Leader Points document.

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____ ____ # of points obtained

2014 Leader Points

Bronson requires leaders to earn points to help promote leader visibility, personal development and community volunteerism. Each year, leaders must earn at least six points by participating in approved activities. These points should be noted on your annual performance evaluation in SuccessFactors. The six points must include one external activity point, two internal activity points and three additional activity points of your choice. You may earn one extra point per event if you volunteer to work during an evening, night or weekend, or at a Bronson event at a different entity.
Internal Activity
Employee Picnic Employee Service Awards or Volunteer Banquet Holiday Banquet Career Events (Volunteer or Presenter) Nursing/HR Open House (Volunteer or Presenter) Hospital Week Events (Volunteer or Presenter) Nurses Week Events (Volunteer or Presenter) Internal Learning Events (e.g., Skills Fairs, Safety and Benefit Fairs, Conferences, Kaizen Event Report Outs, Gemba Walks not required by your leadership role) Facility Tour Guide BAC Lock-ins Events that benefit the Bronson Health Foundation or another Bronson entity, such as the BBC Cancer Center or Bronson Commons. e.g. Childrens Hospital Walk and Run, Grape Lake Run/Walk, BBC Cancer Care Center Fashion Show, Pedal for Hope, and Bronson Commons Rock-a-thon, etc. (Volunteer, Team Captain, or Participant). Flu Clinics, Screenings (Volunteer) Present at a monthly Leadership Team meeting, LEADERship session, other department meetings, Baldrige Sharing Day, etc. Present at New Leader Pathway or Leadership Curriculum classes Present at all of your department meetings (below your direct report level) Participate on a Bronson wide committee Serve as a New Leader Navigator Walk in My Shoes (shadow a Bronson leader to better understand his/her role, foster teamwork or personal development) Other: Must have One-Up Approval

Date(s)

Point Value
1 Point per day shift 1 Point 1 Point per day shift 1 Point per event 1 Point per event 1 Point per event 1 Point per event 1 Point per event or class

Total Points

1 Point per tour 2 Points for every 4 hours 1 Point for participation 2 Points for volunteering/team captain

1 Point 1 Point per meeting/event 1 Point per 2 hours 1 Point for all departments (date of meetings required) 2 Points for chair/co-chair 1 Point for committee member Up to 3 Points 1 Point for 4 hours

TBD

External Activity

Date(s)

Point Value

Total Points

College Class Volunteer with community group (e.g. Loaves and Fishes, United Way, Ministry with Community) Presentation outside of Bronson (Volunteer or Presenter) Community Program (Volunteer or Presenter) Community Board Member (United Way, Chamber, Rotary) Professional Organization Board Member

2 Points for every 3 credit hours 1 Point for every 2 hours 1 Point per event 1 Point per event 1 Point for 2 hours of meeting time 1 Point if meet quarterly 2 Points if meet monthly or more frequently 1 Point TBD

External Publication (author of journal article, newspaper article) Other: Must have One-Up Approval

Please click on the following link to obtain information on other volunteering opportunities available to you: www.volunteermatch.org

2014 LEADERSHIP COMMITMENT STATEMENT

As a leader at Bronson, I commit to being accountable. Therefore, I am responsible for: BEHAVING Behaving in a manner that is consistent with the mission, values and vision of Bronson and is in keeping with the highest standards of integrity and ethical behavior. ACTING Acting in a manner that is consistent with my job duties, responsibilities and working requirements. PERFORMING Performing in a manner that is consistent with and supportive of Bronsons Plan for Excellence and Standards for Excellence.

MANAGING VISION & PURPOSE Formulating a future course that reflects the needs of my area/project and aligns with the organization wide vision. Translating the course into goals and objectives for my team, setting priorities and directing my staff to work toward accomplishing these goals and objectives. INITIATIVE Recognizing and acting on opportunities for growth and improvement to advance organizational goals. Confronting problems quickly and enthusiastically. MOTIVATING & INFLUENCING Inspiring staff enthusiasm for and generating commitment to program/project goals. Building support for changes in direction among people with diverse interests, needs and values. LEADING CHANGE Envisioning the future of the organization and working toward achieving the desired future by setting goals, taking action and effectively communicating with those impacted by change. Holding yourself and others accountable for achieving goals and overcoming challenges and resistance to change. ACCOUNTABILITY Holding team, and yourself, responsible for maintaining the highest possible performance standards and meeting agreed upon commitments even under difficult circumstances. SERVICE ORIENTATION & CUSTOMER FOCUS Setting and maintaining high standards for customer service to patients and families, physicians, and all internal and external customers. Incorporating the needs and concerns of diverse constituencies (e.g., patients, physicians and colleagues) into decision-making. CONSTRUCTIVE THINKING Analyzing problems systematically and logically, and being resourceful when developing and implementing solutions. FINANCIAL ACUMEN Applying key financial concepts and analysis to decision-making. Understanding the drivers of financial performance (e.g., physician referrals, capacity utilization, payment denials) and taking these into account in developing strategies and making decisions. PROCESS MANAGEMENT Developing and implementing work plans that include? actionable components and measurable outcomes. Proactively monitoring key performance indicators and making real-time adjustments to ensure that projects stay on track. PRIORITIZING AND DELEGATING Regularly reassessing priorities and competing demands and adjusting allocation staff time and resources to increase efficiency and effectiveness. Identifying and implementing processes that facilitate delegation, sharing responsibility and authority with others and leveraging others unique strengths and skills. 3

COMMUNICATING EFFECTIVELY Articulating logical and well-founded arguments that support conclusions. Matching communication style to the message and to the audience. Actively soliciting opinions from others. Routinely providing others with the information they need to do their jobs. FEEDBACK AND COACHING Routinely sharing suggestions, advice and insights on progress toward program/project goals. Providing performance feedback that is constructive and actionable, highlights successes and areas for growth, and based on objective metrics. IDENTIFYING AND RECRUITING TALENT Selecting and attracting outstanding and diverse staff. Identifying and filling gaps in team skills and knowledge. Effectively marketing job openings to attract highly skilled staff members. DEVELOPING AND RETAINING TALENT Defining development objectives for staff that support performance goals and progress toward future skill development. Assisting staff in developing their own careers by encouraging them to articulate their career goals, offering challenging growth opportunities, and providing necessary coaching and training. BUILDING AND STRENGTHENING RELATIONSHIPS Building and maintaining long-term relationships with others based on mutual respect and trust. Fostering cooperation and collaborative decision-making among staff with diverse backgrounds and interests. Working effectively toward solutions and compromises taking into account the needs of all parties during conflict. (remove this sentence and add below) CONFLICT MANAGEMENT Willingness to address conflict in a timely manner. Using diplomacy and tact to find creative solutions when working with individuals or groups with competing needs/opinions. UPWARD MANAGEMENT Providing regular updates on program/project progress and working with my manager to minimize risks and resolve problems. With my managers support, notifying senior management about progress toward project goals and providing information about issues that require their attention.

Your commitment to and acceptance of this Leadership Commitment Statement will be documented on your annual performance evaluation in SuccessFactors.